The Agile Daily Standup - AgileDad

6 Micro-Habits of Highly Effective Leaders

Jul 23, 2024

Learn about the 6 micro-habits of highly effective leaders, including reframing fear, avoiding naysayers, focusing on what's in their control, maximizing team potential, being self-aware of cognitive biases, and using peak productivity periods for best work.

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Quick takeaways

Highly effective managers leverage fear as a cue for assessing options, questioning assumptions, and making informed decisions.

Effective leaders avoid negative influences and naysayers to maintain focus on productivity and positive influences.

Deep dives

Reframing Fear as a Sign for Evaluation

Highly effective managers view fear as an indicator to evaluate multiple options, question choices, and reconsider assumptions rather than letting fear hinder decision-making. By acknowledging fear as a universal human emotion and reframing it as a cue for worthwhile work, they ensure it doesn't impede progress. Courage for them is not the absence of fear but the action taken despite fear, distinguishing them from less effective managers.

Six Micro-Habits of Highly Effective Managers

9min

Micro-Habits of Highly Effective Leaders

2min

6 Micro-Habits of Highly Effective Leaders

Great managers follow simple habits and practices to stay highly effective.
They reframe fear as a sign to evaluate multiple options, ask questions, or reconsider assumptions instead of letting fear get in the way of making decisions or taking action.
Instead of giving power to naysayers by allowing them to influence their thinking or how they make decisions, highly effective managers stay away from them.
By working on things within their control instead of wasting time on things outside their control, highly effective managers expand their circle of influence.
Maximizing their team’s potential is their primary focus. By highlighting each individual’s strengths and combining them with the right opportunities, highly effective managers build high-performance teams.
Effective managers are highly self-aware of the limitations of their minds. They don’t let cognitive biases get in the way of how they think or make decisions.
They use their peak productivity period to do some of their best work. Matching energy to the cognitive demand of their work makes them highly effective.

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