1.5
THE BASIC HABITS AND PRACTICES
OF SUCCESSFUL LEADERS
Inspired by Stephen Covey.Stephen Covey notes that from the Enlightenment of the 1700s until the 1930s, a character
ethic of leadership prevailed. This ethic held that leaders’ characteristics (e.g., integrity,
courage, patience, humility) were the basis of their success. Since the 1930s, however, a per-
sonality ethichas held sway. As a result, human and public relations skills, image management,
positive attitudes, techniques, and quick fixes have dominated leadership thinking. Covey
urges a return to the character ethic, arguing that skills and techniques are ineffective unless
grounded in a leader’s values, principles, and character.
Note to readers: The authors are acutely aware of the character versus personality critique.
As a result, a number of tools described in this book examine the principles underlying lead-
ership how-tos and techniques. When principles—guidelines for leadership conduct such as
fairness, integrity, dignity—are deeply understood, accepted, and integrated with a leader’s
beliefs and thinking, the leader is then able to use leadership tools and techniques in highly
congruent and effective ways. For an implicit critique of Covey’s approach, see ☛1.7 Results-
Based Leaders.
LEADERSHIP HABITS AND PRACTICES
SECTION 1 FOUNDATIONALCONCEPTS 15
❑ Take responsibility for your own life, rather than blaming others.
❑ Know that you can “act, or be acted on.”
❑ Work with the things you can do something about—within your “circle of
influence.” [☛9.4 Leader Impact]
❑ Lead by taking the lead, not only in your organization but also in your
personal life.
❑ Encourage and coach others to foster these habits.
❑ Take the time to envision the future and refine what you are trying to
accomplish. [☛2.4 Visioning]
❑ Value people who look at the big picture.
❑ Be continually aware that doing the right things comes before doing things
right. [☛13.5 Time Management]
❑ Be aware that the faster your environment is changing, the more you will
feel like controlling efficiencies. Yet your purpose, priorities, and direction
need consideration.
❑ Have a clear mission statement that provides meaning, purpose, and direc-
tion. [☛2.3 Directional Statements]
❑ Ensure that your actions are aligned with your mission and based on values
and principles you are proud of, not upon moods, feelings, and circumstances.
❑ Remember, the most important things in life are usually not urgent, are easy
not to do, and are often avoided. [☛13.5 Time Management]
❑ Say “no” to the unimportant, no matter how urgent.Exercise initiative.
(Be proactive.)Create the future.
(Begin with the end
in mind.)Keep perspective.
(Put first things first.)Leadership habit Related leader beliefs, thinking, and practices