Self-Reflection Questions for Personal Growth

Cathie Leimbach • October 1, 2024

Written by John Maxwell

Asking personal leadership questions is one of the most powerful and effective things you can do to improve your life and your leadership.

Great self-accountability questions often stem from a difficult situation in our lives. As people, our natural tendency when dealing with a challenge of some kind is to become frustrated. That moment of frustration presents us with a tremendous opportunity to ask self-leadership questions that help us leverage challenging situations.

John Maxwell calls these “crucible moments,” and they can be powerful teachers. We can up-level our leadership and make better choices in the moment by practicing self-reflective questions before responding.

Here are 3 simple guidelines for creating your own personal leadership questions (PLQs):

1.       Begin with “what” or “how” – avoid “why” “when” or “who.”

The word “why” in problem-solving or selling can be helpful. But when it comes to personal reflection, the “why” word can leave you powerless and feed victim thinking. Asking yourself “what” or “how” will stimulate more productivity.

 Example: “What did I love? What did I learn?”

 

2.       Contain an “I” – avoid “they,” “them” or “we.”

“I” questions enable you to be assertive and help you take responsibility for your own actions. Using “we” instead of “I” gives you an opportunity to pass the blame if something goes wrong. “I” questions also help you become aware of problematic or redundant behavior. You will take responsibility for your own thoughts when you use “I” questions.

 Example: “How is my heart? Do I love what I am doing?”


3.       Focus on action – avoid inaction.

Effective leaders make an intentional effort to prompt action in themselves through personal leadership questions. They gain insight through reflection and hold themselves accountable to turn insight into action. A question is only as productive as what it drives you to do. It’s important that we are honest with ourselves and then focus on how to grow.

Example: “How can I better live out my values in my day-to-day life?”

Nobody understands you better than you. But you have to be honest with yourself in order to grow.

Why Some Companies Attract More Job Applicants Than They Need

By Cathie Leimbach • May 12, 2026
Chick-fil-A restaurants often receive far more job applications than they have openings. This is not luck. It is leadership. People apply where they believe they will be treated well. At Chick-fil-A, employees experience respectful communication, clear expectations, and leaders who support their success. That reputation spreads quickly through word of mouth. Leaders in these restaurants do simple things well. They ask questions before they assume. They listen to employees. They provide encouragement and clear direction. They notice good work and address problems in a helpful way. As a result, employees feel valued. They enjoy coming to work. They tell others. That is what attracts more applicants. Many organizations focus only on hiring. Strong organizations focus on how people are treated after they are hired. When leaders create a workplace where people feel respected, supported, and clear on what success looks like, something powerful happens: People stay. People perform. And more people want to join. This is what leadership really is. Would you like to see several leadership and culture practices Chick-fil-A uses to attract and keep quality employees? Click here to view: How Chick-fil-A Attracts Quality Applicants

What If Your Biggest Performance Problem Isn’t What You Think?

By Cathie Leimbach • May 5, 2026
What If Your Biggest Performance Problem Isn’t What You Think? When CEOs think about risk, they often focus on: Market shifts Operational issues Financial exposure But one of the biggest performance problems is far less visible: Low trust inside the organization. Nearly 30% of employees say they don’t receive clear, honest, or consistent communication from leadership. Over time, that creates doubt—about expectations, personal performance, and priorities. Employees begin to feel that their job is at risk because they aren’t getting any positive feedback. They question whether they have the tools, training, and support needed to do their jobs well. When they only hear about changes at work through the rumor mill, they feel information is being held back. And when that happens: Alignment drops Speed slows Assumptions increase Execution fractures “Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.” — Stephen R. Covey Trust isn’t soft. It’s a leading indicator of performance. When trust is strong: Decisions move faster Teams align quicker Change sticks When trust is weak: Everything takes longer Everything costs more And here’s the reality : Trust-building conversations are not a common leadership strength today. Yet leaders like Ken Blanchard, Stephen M.R. Covey, and David Horsager all point to the same conclusion—these are not optional skills. They are required for performance in today’s environment. Which means trust gaps are rarely about effort. They’re about conversation skills. A question to consider: Where might low-trust leadership behaviors—not lack of effort—be quietly slowing your organization down? Join Cathie Leimbach and a small group of leaders for a 45-minute Leadership Conversation – Workforce Challenges on Tuesday, May 12 at 3:00 PM ET. If trust is impacting speed, alignment , or execution in your organization, this conversation is for you. Register here Limited to a small group.