Leading with Intent: Unpacking the Habits Shaping Modern Leadership
Leadership today demands remarkable flexibility and self-awareness, driven by swift technological progress, changing employee expectations, and intricate global challenges.
Success as a leader now relies not just on embracing new behaviors but also on purposefully letting go of obsolete practices.
This deliberate shift profoundly shapes team interactions, organizational culture, and overall business performance.
What specific habits have leading executives and HR professionals chosen to discard, and which new ones have they intentionally adopted?
This article distills their critical experiences, offering a practical roadmap for thought leaders and influencers seeking to enhance their leadership style and drive meaningful transformation in their organizations.
Read on!
Ben Richardson
I no longer made up my mind in a hurry without consulting my team. In the beginning, I believed that fast decisions would ensure that things progress, but on many occasions, it resulted in several oversights and lost opportunities.
When I learnt to give the team time and listen to their ideas, I began making better decisions. As a result of this change, the team felt more appreciated and the overall decision making process became more agreeable and thus the outcomes were enhanced.
I also made it a habit to concentrate on long-term development rather than just short-term outcomes. I began actively engaging in the team’s growth through training and helpful criticism rather to just taking care of the daily responsibilities.
The impact of this adjustment was significant. The team became more driven, self-assured, and prepared to take on more difficult tasks. Performance and general morale significantly improved as a result.
Robbin Schuchmann
Co-founder & HR Professional, EOR Overview
Robbin Schuchmann
I altered my micromanaging ways, and this was one of the best choices I made. I used to believe that participation in every small moment would mean smooth progress. However, it proved to be time-consuming and caused frustrations to my staff. They felt like having more responsibility and I was keeping them down.
Rather, I took a deliberate step towards trusting my team. I had developed the expectations and provided them with the autonomy to come up with decisions. The shift was absolutely instant. They became more responsible at work, which resulted in rapid decision-making, more adequate problem-solving, and the very feeling that they were sure about their jobs.
This gave a boost in productivity and more motivation to the team. I was able to concentrate more on the larger picture which facilitated the growth of the business. The immediate effect? Better efficiency, increased team dynamics and improved overall results.
Zach Shepard
Principal, Braddock Investment Group Inc
Zach Shepard
One leadership habit I consciously dropped was micromanaging. While it came from a place of wanting to ensure quality, it stifled creativity and trust within the team. Instead, I intentionally adopted the habit of delegating with clarity and trust, providing clear expectations and then stepping back to let team members take ownership.
The direct outcome was a noticeable boost in team morale, productivity, and innovation, as people felt more empowered and confident in their roles.
Gena B. McCown
Author, Speaker, Leadership Expert, Lead Her with Purpose
Gena B. McCown
One leadership habit I consciously dropped in recent years was overscheduling myself. Pre-2020, my calendar was a nonstop stream of meetings, tasks, and commitments. I was leaving zero margin for rest, reflection, or flexibility.
When the world shut down during COVID-19, that packed calendar went silent. And in that silence, I realized how unhealthy and unsustainable my pace had been.
As things reopened, I made a deliberate choice: not everything was invited back to my calendar.
Now, I’m more intentional about what I say yes to. I build in white space, protect my energy, and make thoughtful commitments.
The direct outcome? Improved mental clarity, better decision-making, and most importantly, a healthier team culture.
By modeling margin, I’m giving others permission to do the same. Rest isn’t a weakness, it’s wisdom.
Freeing up my time allowed me to pick up a new habit of continual learning. I began investing time in Coursera and LinkedIn Learning modules are often free, always valuable.
As a leader, it’s easy to focus so much on teaching that we forget to keep learning.
This shift has helped me stay sharp, curious, and relevant. I bring fresher ideas to the table and demonstrate that growth doesn’t have an expiration date, regardless of career stage.
Miriam Groom
As someone who coaches leaders navigating change—whether personal or organizational—I’ve come to realize that leadership isn’t just about acquiring new habits. It’s just as much about letting go of outdated ones.
Over the past few years, as the workplace evolved through uncertainty, remote dynamics, and greater calls for inclusivity, I made a deliberate shift in how I lead. It involved letting go of performative productivity and embracing intentional vulnerability.
For years, I operated under a habit many leaders unconsciously adopt: hyper-responsiveness as proof of effectiveness. I answered emails late at night, stayed visible on Slack during every waking hour, and prided myself on being the first in and last out. At the time, I thought this demonstrated commitment.
What I dropped was this constant availability. I stopped glorifying myself. I began blocking time to think, giving slower, more thoughtful responses, and encouraging boundaries. This wasn’t easy—especially in an age where overcommunication is mistaken for leadership.
In place of that old habit, I adopted a new one: modeling vulnerability and curiosity, especially when I don’t have all the answers. Rather than making polished speeches or pretending to have a five-year plan when things felt uncertain, I started saying things like, “I’m not sure yet, but I’d love your thoughts,” or “Here’s what I’m wrestling with.” I began opening team meetings with check-in questions that weren’t just about KPIs, but about what people needed to feel supported. I even started sharing personal growth challenges in 1:1s—whether it was around public speaking anxiety or evolving my own blind spots on equity and inclusion.
In my own team, I implemented “fail-forward Fridays,” a space where we share what didn’t go as planned that week. The point isn’t to fix it—but to normalize setbacks as part of growth. That one habit boosted psychological safety so much that even new hires speak up sooner and contribute creatively earlier in their onboarding cycle.
Dropping the habit of always being “on” and embracing intentional vulnerability transformed how I lead. It reminded me that leadership isn’t about being infallible—it’s about being real, creating space for others to show up fully, and trusting that empowerment is more powerful than control. In doing so, I didn’t lose authority—I gained influence. And more importantly, I built a culture where others could lead alongside me, not beneath me.
Christopher Farley
One leadership habit I consciously dropped was trying to handle everything myself. I used to think I was being a supportive leader by taking on extra tasks to help the team, but really it just left me burned out and didn’t give others a chance to step up.
The habit I intentionally adopted was holding weekly check-ins with each team member. These are quick 15 to 20-minute meetings where we talk about their progress, roadblocks, and goals, but also check in on how they’re feeling in general.
The direct outcome has been huge. Team members feel more supported, communication is clearer, and I can catch small issues before they turn into bigger problems. Plus, it’s helped me delegate more effectively because I know exactly where everyone stands. Overall, it’s created a stronger sense of trust and accountability on the team.
Joe Spisak
CEO, Fulfill
Joe Spisak
One leadership habit I consciously dropped was micromanagement. Early in my career at Zapiy.com, I believed being deeply involved in every detail demonstrated commitment. I resisted when my business coach advised delegating more aggressively—even tasks I thought only I could handle well. I was hesitant to give up control, fearing it might compromise quality.
The shift happened gradually. I realized that by holding too tightly to operational decisions, I was creating bottlenecks and limiting our growth potential. More importantly, I was preventing team members from developing their capabilities. When I finally stepped back and empowered my team with meaningful responsibility, not only did they rise to the occasion, but our organization became more nimble and innovative.
Conversely, I’ve intentionally adopted data-driven decision making. The 3PL industry has traditionally operated on relationships and gut feelings. Coming from tech, I knew there was tremendous opportunity in bringing analytical rigor to fulfillment.
We’ve transformed how we match eCommerce businesses with 3PL partners by building sophisticated data models that quantify performance metrics and predict costs with remarkable accuracy—92% in many cases. For instance, we helped Kiss My Keto identify inefficiencies in carrier selection through data analysis, reducing their carrier rates by 41% for heavier packages and saving hundreds of thousands annually.
The outcome of these leadership changes has been transformative. Delegating has freed me to focus on strategic growth while cultivating a more capable team. Meanwhile, our data-driven approach has revolutionized how we create value in an industry that was ripe for innovation. Together, these shifts have allowed us to scale while delivering measurable ROI for our clients.
Travis Rieken
Sr. Director of Product Management, Easy Ice
Travis Rieken
I stopped answering too quickly.
I used to jump in with solutions the moment a problem came up. It felt efficient, but it shut down the conversation. Teams held back their ideas. Decisions moved fast but often missed better options. I changed that habit. I started listening longer, letting others share their thoughts first.
That shift led to stronger discussions. People spoke up more. They took more responsibility. Outcomes improved because ideas were pressure-tested, not just followed.
I focused more on clarity than control. Instead of trying to guide every move, I worked to make priorities obvious. When people understand what matters, they align faster. That shift helped us avoid wasted effort and made it easier to adjust when things changed.
Clear goals gave the team confidence to make the right calls without waiting for approval. The result was fewer delays and tighter focus across the board.
Leadership habits either block progress or make room for it. Letting go of control and focusing on clarity shifted how the team moved. That created better results without adding pressure.
Colin Potts
Chief Operating Officer, Regenerative Orthopedics & Sports Medicine
Colin Potts
Leadership Habit Shift: Dropping the Micromanagement and Adopting Active Listening
As a leader, it’s tempting to be involved in every detail, especially when you care deeply about the work that is being done. But in recent years, I have dropped my habit of micromanaging everything. I realized that this approach stifles creativity and trust within the team.
By trying to control everything, I was not allowing others to step up and prove their abilities through what they could do. The direct outcome was a healthier work culture; employees felt more empowered, and our productivity increased as a result of that.
But simultaneously, I replace the habit of micromanagement with active listening. I now try to listen to the different perspectives my team offers instead of jumping straight to solutions. This helped promote a culture of open communication throughout the organization while strengthening my relationship with my team.
They now feel more heard and valued which fosters a more collaborative and innovative environment. The outcomes of these changes were amazing; we now achieve better results with a more engaged and highly motivated team.
Sometimes leadership is not about doing more, it’s about doing less and allowing the strengths of your team to shine. I now feel like a more effective leader who is focused on long-term success and one who fosters a culture of trust simply by learning the importance of active listening and getting rid of micromanagement.
The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.
Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?
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