10 Years of Impact

Yet, despite the growing recognition of their value, reflective and connective spaces are the first to go when the demands of daily life mount up. Many respondents in our research spoke of how quickly groups fragmented during tough times or when the space wasn’t actively maintained. Even when organisations understand the importance of these spaces, they often struggle to sustain them amidst the constant rush to meet deadlines. Slowing down feels counterintuitive in an environment that prioritises urgency, and there’s often fear that open reflection might be seen as unproductive, or even risky, especially in environments where power is tightly held. The discomfort of questioning our actions is easily set aside as teams revert to “business as usual” to avoid the tension.

This pattern leaves people, teams, and organisations vulnerable to reactive cycles, feeling fragmented, overwhelmed, and trapped in short-term thinking. So, if creating and maintaining these spaces isn’t a luxury but a necessity, the question isn’t why they matter but how we can prioritise them amid daily demands.

Over the past decade, we’ve observed that organisations that embed reflective and relational practices into their leadership development and daily rhythms are better equipped to work through their challenges. 75% of respondents reported that this work significantly improved their capacity to lead through continuous change. These practices aren’t about finding the right answers—they’re about creating conditions for us to think and relate differently to one another and the issues we face. They encourage us to engage with doubt and dilemma rather than attempting to eliminate them—because, quite simply, we can’t.

Reflective practices allow us to slow down, not to escape action, but to think more critically about it—to reconsider not only what we’re doing but why and how. These moments of reflection are crucial for navigating the messy realities of leadership, where multiple perspectives, contradictions, and the unpredictability of human behaviour can’t be ignored. Without these spaces, leaders risk getting trapped in cycles of surface-level problem-solving, addressing symptoms instead of underlying causes.

Equally important are relational practices - creating environments where trust, open dialogue, and greater awareness of ourselves and others can develop. Organisations are networks of human relationships where power, influence, and emotions shape every interaction. Through these practices, leaders learn to listen better, navigate tricky dynamics, and understand their role in shaping the culture and outcomes around them.

In reflecting on our 10-year journey, we’ve done just what we encourage our clients to do: slow down, question, and learn from our work. This process has led us to adapt our methodology, highlighting the practices we believe are most important. Central to this is our  Collaboration Compass, a lightly held framework that encourages us to focus on the key dynamics of being, thinking, doing, and relating. While it’s not a clear solution, it helps people stay grounded in the practices that support meaningful change. 

This report shares stories, data, and insights from our work over the past decade, and we hope it sparks reflection and action within your organisation. These practices shouldn’t be seen as add-ons or training removed from the day-to-day—they are central to how we work, lead, and collaborate every day. If we prioritise them, we can work through the challenges we face more thoughtfully and effectively. And that can only be a good thing.