In my doctoral work, I attempted to show that reflection contributes to improved performance. What I also learned was that there is a positive relationship between reflection and building supervisor/employee relations, especially within teams. I’ve also learned that as you reflect, there are a lot of emotions involved. This is largely, in my opinion, where there is a results focus and during performance conversations. The importance of this is that people grow and change when this happens. There is a definitive link. This was my hypothesis and was proved. My qualitative study used stimulated recall (Gass and Mackey, 2000) of critical incidents (Flanagan, 1954) in a structured reflection interview to study executives’ “reflection in action and on action” business practices. All of the participants (60 people from 10 organizations, aged from 38 to 68) were experienced executives. Each brought an average of over 15 years of leadership and industry experience to their understanding of, and experience with, these phenomena. The results were analyzed using Miles and Huberman, 1994 qualitative data analysis methods