Today’s Tuesday Reading is from Revathy Navaneethakrishnan, Manager of Student & Academic Applications at Boston College and a MOR program participant. Revathy may be reached at [email protected] or via LinkedIn.
As I’ve moved through the MOR leadership program, I’ve started pausing more often – not out of hesitation, but because I’m becoming more aware. Aware of my patterns, my impact, and the kind of leader I want to grow into. I wanted to share a few reflections on what has shaped this journey so far.
Feedback was one of my biggest turning points
Before MOR, I didn’t actively give feedback, even when it could help someone. And when I received feedback, my habit was to defend or explain. Through the program, I’ve come to see feedback differently — not as criticism but as clarity and partnership. That shift in mindset has already changed how I enter conversations and how I support others.
Coaching opened up a completely new way of leading
I always thought coaching meant guiding people toward the right answer. Now I’m learning that it’s about making space: asking thoughtful questions, listening deeply, and helping others uncover their own solutions. This shift has strengthened my interactions and helped me show up more as a facilitator than a fixer.
Practicing listening has been transformational
One of the biggest skills I’ve started building is simply listening. Not listening to respond, or to fix, or to defend – but listening to understand. Slowing down, paying attention to what’s being said (and what’s not being said), and being present in the moment have already improved the quality of my conversations and relationships.
Seeing through the three lenses expanded my thinking
The strategic, political, and cultural lenses gave me a way to understand leadership as movement – shifting perspectives in response to what the moment requires. I’m learning when to zoom out, when to focus on relationships and alignment, and when to ensure tight execution. This awareness helps me choose my approach rather than default to habit.
Relationships became the foundation of everything
MOR reminded me that strong relationships are essential, not optional. Understanding what drives people, communicating openly, and showing curiosity have deepened my collaboration and made difficult conversations more constructive.
Being intentional about leading, managing, and doing clarified my role
I often moved between these modes without realizing it. Now, naming them helps me pause and ask, “Where do I add the most value right now?” This intentionality is helping me focus my time and energy on what matters most.
A meaningful moment for me was using the “balcony approach” during a conflict
Instead of reacting from the floor – swept up in emotion and urgency – I intentionally stepped onto the “balcony.” Viewing the situation from a distance enabled me to separate facts from assumptions, understand motivations, and re-enter the conversation with calm and clarity. This shift changed the direction of the discussion and helped us reach a much healthier resolution.
Conclusion
This journey is still unfolding, but I already feel myself evolving – becoming more intentional, more thoughtful, and more aware of how I show up. Learning to pause as a leader is a foundational part of this journey.
Are you learning to pause as a leader as much as you would like so that you can act more intentionally?
Last week we asked what most aligns with the intentional leadership habits you will refine this year:
- 41% said weekly reflection
- 23% said emotional intelligence
- 20% said defensive calendering
- 16% said lead from where you are
In whatever way we want to be more intentional as a leader, it generally begins with a pause. The decision to create space between the stimulus of the environment and how we choose to respond. Whether broader planning such as weekly reflection or defensive calendaring, or in-the-moment emotional intelligence in an interaction, the pause helps us be intentional in what we choose.