In the often frenetic daily activities of community college presidents, there seldom seems to be time to reflect on the events, issues, and challenges that fill each day. Recent research suggests, however, that regular reflection increases leaders' learning and may make them more effective (Densten and Gray, 2001;Stoeckel and Davies, 2007). In the constantly changing environment of today's community college, the practice of reflection may be of great value to new generations of leaders. How, then, do emerging leaders, and even seasoned ones, develop a disposition for and habit of reflection? This chapter suggests ways to do just that.Emerging leaders of community colleges are very intentional in their preparation for the executive role: completing a doctorate, attending professional development programs, and seeking "stretch" assignments on their campus. Many doctoral programs and training seminars, and some individuals, have adopted the Leading Forward competencies developed by the American Association of Community Colleges as a framework for learning to lead (AACC, 2005). These competencies are clustered into six categories: organizational strategies, resource management, communication, collaboration, community college advocacy, and professionalism. Each category includes illustrative skills and behaviors. The last category, professionalism, emphasizes the importance of self-assessment through reflection; lifelong learning; and expressions of values, ethics, and authenticity. 41 5