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Why Reflection Is So Important in a Fast-Paced Business

In the swift rhythm of today's fast-paced business landscape, finding moments for reflection and growth amidst the hustle can be a transformative endeavour. This article delves into the art of balancing progress with introspection. At DCS, we understand the delicate dance of seizing new opportunities while tending to our existing ventures. Here, we unveil our evolving Learning and Development (L&D) strategy, spotlighting the profound impact of embedding learning into every facet of our operations.

Grainne Ridge - Head of Learning & Development

3 Minutes

/ 8th November 2023
  • Sales & Distribution

In our L&D strategy, we are putting an increasing emphasis on embedding learning so that every minute ‘away from the job’ is converted into value for the individual and the business. Reflecting and reviewing is a crucial element of this process. As John Dewey, an American educational reformer, observed, ‘We do not learn from experience, we learn from reflecting on experience.’

An interesting piece of quantitative research with customer service workers showed that those who took time to reflect performed significantly better than those who simply kept doing what they did. Even more compelling was the finding that those who reflected were more likely to be in the top-rated group for customer satisfaction. (Source: BetterUp, The Power of Reflection in Workplace Learning.)

‘Learning should exist in the channels people already operate in.’ - Filip Lam

In an environment like ours, it takes a shift in perception for people to see the value of this time and to build new behaviours.

And it starts with our leaders. We were very fortunate recently to have Ian Morley, VP of Sales, Procter and Gamble - Northern Europe, as our speaker at an internal leadership event. Ian is a massive proponent of continuous learning and development and it was striking how much emphasis he puts on his role in advocating for it. One of his practical recommendations is for managers, at every level, to share their personal growth plans. A recommendation that we will be adopting.

We are also looking at other practical ways in which we can marry up the demand for a fast beat of activity and continuously develop our capability. An insight from Filip Lam, a thought leader in learning culture, has helped to crystallise our thinking, ‘Learning should exist in the channels people already operate in.’  

This simple statement makes sense across every level of role and every function. By designing responsibility for learning and development into every role – as a recipient and as a supporter for others – we help create thousands of daily opportunities for learning in those channels where people already operate. Reflecting and reviewing will be a cornerstone of our success.


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