Endeavor to learn and understand the values, motivators, and goals of your team members.   Leaders should not assume they know what inspires their colleagues.  The classic mistaken assumption in this regard is that all team members are inspired to higher levels of performance by more compensation—monetary rewards.  In fact, some may be motivated most by time off, special experiences, or even just honest, heartfelt praise.  Which reminds me of another of my favorite leadership habits . . . .

Express gratitude for work done well (or, e.g., under adverse circumstances) in private, as well as publicly.  It is always great to receive public recognition for what one has done.  Too often, however, opportunities for private thanks are passed over in the hustle and bustle of our everyday work.  These private expressions of appreciation can be very meaningful and enhance a leadership relationship.  Take time out to thank a colleague for what they do to keep the trains running on time, especially when they need to help clear off the track to allow trains to pass.

Meet your team members on their turf from time to time.  I added this habit after a recent conversation with a colleague during which I off-handedly made that suggestion (and it was welcomed).  After reflecting on that conversation, I realized that effective lawyer leaders with whom I have worked did not always call me to meetings in their office to interact with me on professional or institutional matters.  They circulated to check in generally or to grab a seat in my office and ask for my views on matters they were considering.  As a result of these more personal, impromptu interactions, I was motivated to produce for those people.  I did not feel like a mere pawn or instrument of those leaders; instead, I understood that I was part of their consultative group.[1]

Undertake to respond to colleagues as promptly as possible.  Given the current sea of email messages and junk mail many of us receive daily, this habit may be one of the hardest ones to develop and sustain.  Some folks are busy enough that they have others respond to colleagues on their behalf—at least with an acknowledgement on the initial message.  That approach, while lacking in the personal touch, is better than a complete failure to respond.  I have been horrified to find draft responses unsent and messages unread on a number of occasions over the years.  Unless my trust relationship with the sender is especially strong, I would expect that these lapses did damage to our potential leadership association.

Ask clearly and directly for what you need and want from your team.  The people you work with are not mind readers!  If you require or desire that something be done—or that it be done in a particular way—lay that out for your colleagues plainly.  Communicate deadlines and other timing considerations as needed.  A clear and straightforward approach makes the implementation of ideas more efficient and helps avoid misinterpretations of the requested task or the process for accomplishing it.  When everyone is on the same page as to the assignment and the way it is to be carried out, all are more confident and inspired to perform.

Respond directly to requests from your colleagues.  If you are asked for something by one of the members of your team, supply it or explain why it cannot be supplied.  Obfuscation or deflection—or, worse yet, sarcasm, condescension, or passive aggression—handicaps one’s ability to lead.  Sometimes, putting oneself in the position of the other person can be instructive.  Why would I want to “go the extra mile” for someone who ignored or avoided my request or belittled me for asking?  Leaders facilitate and channel productive action, and one way they do that efficiently and effectively is by directly responding to requests.