habits = 40% of all actions

One paper published by a Duke University researcher in 2006 found that more than 40 percent of the actions people performed each day weren’t actual decisions, but habits.

The Power of Habit: Why We Do What We Do in Life and Business by Charles Duhigg. Random House. 2012.

everyone is important

Feeling entirely at home with persons of high or lowly rank [George Albert Smith] rejected the idea of class distinctions. When his friends urged him to meet someone because he was ‘a very important person’, George had a standard reply. “Of course he is,” he would say, “Everyone is important. I don’t think you can classify human beings on the basis of their importance. Some people may be more influential than others; some may be more capable, some more prominent, and some may have greater responsibilities than others, but no one is more important than anyone else.”

Against the Odds: The Life of George Albert Smith by Mary Jane Woodger. 2011. Covenant Communications.

the psychological muscle

Character, writes Amitai Etzoni, the George Washington University social theorist, is “the psychological muscle that moral conduct requires.”

Emotional Intelligence by Daniel Goleman. Random House LLC, 2006. 358 pages, p.285

the future is often hazy

Leaders need to be comfortable with the reality that in the face of change, the future is often hazy. Then they need others to be equally comfortable with that. As a company enters uncharted waters, it can be daunting for everyone involved. This is where the old “steady hand on the tiller” idea of leadership still has some force–not to guide an organization along a familiar course during difficult times, but to keep the ship steady as it steers in a new direction.

A big piece of that is communication. Leaders need to cut through the press-release palaver about “exciting new opportunities” and explain in concrete, practical terms how the changes underway tie into the business’s objectives: What new moves are the company making, and how come? Disruptive leaders empathize with their teams and involve them in their thinking. Chaos with a final destination is somehow a little less chaotic, even if you can’t map out in advance every move that will take you there.

Faisal Hoque

"5 Habits Of Truly Disruptive Leaders" Fast Company. November 9, 2015.

the shock of that truth

Not telling others what you can see with your own eyes is the first step towards an early grave. When the business environment shifts and the accustomed approaches stop working, the last thing any business needs is a leader who suggests everyone keep calm and carry on.

Disruptive leaders are always testing to make sure their companies’ strategies are still effective–and say so when they aren’t. The more rapidly changes take place, the more crucial it becomes for leaders to take all their employees with them on the journey. The truth sometimes hurts, but it’s often the shock of that truth that prods people into taking actions and making decisions they might not have contemplated otherwise.

Faisal Hoque

"5 Habits Of Truly Disruptive Leaders" Fast Company. November 9, 2015.