From Reactive to Reflective Leadership
- Brainz Magazine
- Jun 5
- 4 min read
Sandra is renowned for her insightful approach to coaching leaders and leadership teams. With years of experience as an organisational psychologist and master coach, she brings breadth and depth to her work. She combines robust psychological theory with a practical approach to individual and team development.
Many leadership development programmes focus on tangible skills such as strategic thinking, vision, emotional intelligence and self-awareness, inclusive leadership and diversity awareness, team development, and decision-making.
What is missing from these programme is a recognition that beneath every leader’s outer capability lies an inner world, a rich tapestry of beliefs, thoughts, assumptions, and emotional habits that quietly shape how they lead. This inner world, largely unconscious, can be a great untapped resource. Understanding it can help the leader “get out of their own way.” When explored, it can become a source of clarity, empathy, and grounded decision-making. When overlooked, it silently influences behaviours that do not align with a leader’s intentions or the organizational expectations.
Beyond self-awareness: What we don’t know shapes us
Self-awareness is the clarion call for today’s leaders, but too often, it stops at the surface. Knowing your leadership style or strengths is important, but real self-awareness goes deeper. It means understanding your emotional triggers, unconscious assumptions, and the stories you tell yourself under pressure.
An example of this is a leader who avoids difficult conversations, not because they lack courage, but because they hold an unconscious belief that conflict should be avoided. Another leader may feel compelled to stay in control, driven by an unconscious need to avoid failure. These are not flaws; they are deep human patterns that develop in childhood.
Recognizing these unconscious patterns is the key to freedom, allowing leaders to break free from unnecessary reactivity and build more authentic relationships with themselves and others.
The unconscious in everyday life
The unconscious mind is not just a psychological curiosity; it influences, for example:
How relationships are created and maintained
How others’ motives are interpreted
Reactions to stress and uncertainty
Decision-making under pressure
Showing up in moments of conflict or ambiguity
For example, a pattern of perfectionism may originate from early experiences of worth being tied to achievement. There may have been a “slogan” we heard in our family of origin: “If a thing is worth doing, it is worth doing well.” A tendency to dismiss feedback might stem from an unconscious association with shame. These are subtle, invisible influences that can be powerful, and they matter. Surfacing these internal dynamics offers more than insight; they offer the freedom to respond rather than react.
The risks associated with overlooking the unconscious
While many leaders are adept at managing external demands, inner dynamics often go unexplored and, therefore, unexplained. When this happens, these unexamined patterns influence leaders’ behaviours in subtle but meaningful ways.
Leaders who have not yet explored their unconscious landscape may find themselves:
Facing recurring interpersonal tensions
Struggling to stay grounded in emotionally charged situations
Reinforcing habits or biases without realizing it
Feeling worn down by invisible internal pressures
This is not a sign of deficiency; rather, it is a result of human complexity. The opportunity is not to eliminate these patterns but to bring them into awareness so that they can be worked on consciously and constructively.
How to begin surfacing the unconscious
The good news is that leaders do not have to train as psychologists. They do, however, benefit from engaging in reflective practices that help make the unseen seen. A few starting points:
Reflective coaching: Work with a trained and credentialed coach who will co-create a structured, confidential space to explore internal drives, deeply held beliefs, and habitual responses.
Direct communication and respectful challenge: Seek feedback not only on performance but also on how others experience you, particularly in moments of stress, silence, or conflict. Do not get defensive, nor blame, shame, or judge yourself; listen from a place of curiosity. Feedback is a gift if we are open to receiving it.
Somatic awareness: The body often registers what the mind avoids. Notice physical tension, posture, breath, these can offer rich insight into unspoken emotional states.
Express authentic emotions: There are only four authentic emotions: anger, sadness, joy, and fear. Other emotions are known as cognitive affective, meaning the authentic emotion emerges, the unconscious mind takes over, and if we have a belief about certain emotions being taboo, we think about it and water it down to make it palatable. An example is feeling angry and substituting that with disappointment. We can learn to express emotions without getting caught up in them.
Journalling and pattern tracking: Reflective writing about decisions, interpersonal moments, or recurring themes can reveal unconscious beliefs and patterns.
Towards reflective leadership
Surfacing the unconscious mind is not about being self-critical; it is about cultivating a deeper understanding of and relationship with our inner world. The result is not just better leadership decisions but a more grounded, authentic presence.
So what next?
The next generation of leadership will not be defined by authority or expertise alone but by depth, awareness, and emotional maturity. Surfacing the unconscious mind is not a luxury; it’s a developmental imperative.
Organizations can support this evolution by embedding reflective practice, co-creating psychological safety, and incorporating systemic feedback into leadership development. Individual leaders can start by asking not just, “What am I doing?” but “Why am I doing it, and from where within me is it coming?”
As psychologist Carl Jung said, “Until you make the unconscious conscious, it will direct your life, and you will call it fate.”
Leaders do not need to be therapists, but they do need to become students of their own inner world if they hope to lead others with clarity, courage, and wisdom.
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Read more from Dr. Sandra Wilson
Dr. Sandra Wilson, Business Coach, Mentor and Consultant
With over 35 years experience in organisation development, Sandra is a dedicated researcher of human behaviour both at an individual and systemic level. She defines her work as helping people get out of their own way, passionately believing in the untapped potential and limitless resources within every individual. Her mission is to support people in living richer, more fulfulling lives, both professionally and personally. Sandra works internationally as a consultant, teacher, coach, mentor and supervisor advocating for rigourouse development processes without rigid formulas.
