Latest news with #AnastasiaParuntseva
Forbes
2 days ago
- Business
- Forbes
AI:Your New Business Partner? Why That's More Dangerous Than You Think
Anastasia Paruntseva, Founder & CEO of Visionary Partners Ltd. Global expansion expert, book author, with 15+ years in tech, AI & robotics. Imagine this: You're working on a high-stakes business decision, and instead of bouncing ideas off your seasoned business partner or trusted colleague, you turn to your AI companion. AI's got more superpowers than a Marvel superhero—minus the spandex. It crunches numbers, suggests strategies and seems to have the perfect solution every time. No drama, no judgment, just pure efficiency. Sounds like the dream assistant, right? But here's the catch: As AI starts to take over roles once filled by real humans, it's raising some serious questions about the future of business. The Evolution Of AI: From Sci-Fi To Reality I've been in the tech world for over 15 years, long before AI became the all-powerful buzzword it is today. Back then, AI was all about machine learning and robotic process automation (RPA), designed to automate those soul-sucking tasks like copy-pasting and data entry. You know, the things we all wish we didn't have to do. Fast forward to today, and AI is now making critical decisions in business, science and even personal relationships. It's not just about automating anymore; it's becoming the go-to problem solver. But as we hand over more responsibilities to AI, here's the question that keeps me up at night: What happens when we let a machine make the big calls? AI: The New Co-Worker? Let's face it: AI isn't just here to help with busywork. It's slowly inching its way into roles once reserved for humans—like being your co-worker or business partner. Sure, AI doesn't cancel meetings or back out of deals last-minute. AI will never bail on you at 5 p.m. on a Friday when the boss asks for a report. We could all use a little more of that energy in our human co-workers. But what happens to our ability to collaborate, problem-solve and get creative when we start depending on a machine to do all the thinking for us? Can AI assistants really replace the human touch in business? Or are we just letting efficiency kill the heart of entrepreneurship? The Dark Side Of AI Dependence: We're Hooked Why are we all so enamored with AI? Because let's be honest, it can seem like the perfect partner, both at and outside of work: instant feedback, zero judgment and constant availability. You've seen the memes: "I'm dating GPT because it gets me better than my real partner." It's funny, right? Except it's not that far off. A study published on arXiv analyzed over 30,000 conversations with AI chatbots like Replika and And what did they find? People are forming real emotional bonds with these bots. And that has some downsides. A study from the Journal of Medical Internet Research found that while AI chatbots provided short-term relief from loneliness and social anxiety among university students, heavy use made the students emotionally dependent on the bots. Similarly, research from OpenAI and MIT Media Lab revealed that heavy users of ChatGPT tend to feel more isolated and emotionally dependent on the tool, with fewer offline social connections. While AI might offer immediate comfort, it's stunting our ability to form authentic, messy and imperfect relationships with other humans. Why Real Business Partners Matter Meanwhile, in the business world, AI promises efficiency: endless, stress-free productivity. But while it's easy to get lost in the instant gratification AI offers, what we're actually doing when we rely on it for work is outsourcing our intuition, our creativity and, yes, even our sanity. AI can handle data, optimize processes and provide quick insights. But can it replace a true business partner? Not a chance. A real partner brings something AI just can't: intuition. When the stakes are high and decisions are tough, you need the human touch. AI might excel at crunching numbers, but it can't offer the lived experience, creativity or adaptability required to navigate the messy realities of the business world. Real business partnerships are about more than data; they're about trust, collaboration and the willingness to take risks together. AI can't replicate that. Don't Let AI Replace What Really Matters AI is a powerful tool, but no machine can replace the richness, depth and creativity that humans bring to the table. While AI can streamline decisions and improve operations, it can't offer the collaboration and insight that only a real business partner can provide. So, before you start depending on AI assistants for your business decisions, take a moment. Real-world success is built on human connections: creativity, adaptability and, yes, sometimes even failure. Let AI help, but remember: The best partnerships will always be human. Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
Forbes
15-07-2025
- Business
- Forbes
20 Common Pitfalls Of Automation (And How To Avoid Them)
getty Automation can unlock major gains in efficiency and productivity, but only when it's implemented thoughtfully and strategically. If companies rush to automate without fully understanding the processes, people or goals involved, it can lead to costly missteps and resistance from teams. Beyond the right tools, a successful rollout requires clear communication, change management and a human-first mindset. Below, Forbes Coaches Council members share the biggest mistakes they see in automation rollouts and what you can do instead. One big mistake is treating automation like a silver bullet instead of a strategy. I've spent years in automation, and I've seen too many companies plug in tech without rethinking the process. The result? Faster chaos. To do it right, map the workflow, involve the humans and automate with intent, not just ambition. Tech should simplify, not confuse. - Anastasia Paruntseva, Visionary Partners Ltd. One mistake that companies make is attempting to automate a broken workflow, which results in an ineffective automated workflow. To gain real benefits from introducing automation into workflows, organizations need to first optimize existing workflows to ensure that they are operating effectively. Then, automation can be introduced to further streamline the workflows and gain efficiencies. - Peju Adedeji, Your IT Career People need context for making changes. Simply introducing automation without the 'why' behind it can be a big mistake. Let people know what is happening and how automation impacts them. Most people want to see processes improve, and providing context can engage them in the change in workflows. - Evan Roth, Roth Consultancy International, LLC. 4. Failing To Achieve Employee Buy-In A key downside of automation is the lack of employee buy-in. Without understanding or agreement, staff may resist, harming morale and productivity. Automation should support, not replace, people. Involve employees early, train them thoroughly and keep human oversight in sensitive areas to ensure efficiency while preserving trust and workplace culture. - Gabriel McCurtis, TMINI Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify? 5. Forgetting The People Behind The Process The biggest mistake is forgetting the people behind the process. Many organizations rush to implement tech without considering the impact on employee workflows, morale or training needs. Automation should enhance human potential, not replace it. Involve your team early, communicate the 'why' behind the change and provide the training and support needed to build confidence. - Jessica Miller-Merrell, Workology 6. Focusing On Bells And Whistles One big mistake is too much focus on bells and whistles and too little on the human impact. Humans tend to resist change. Add in the additional variable of automation, and people start to worry about job security. Or, they feel that their previous efforts have been of low value if they can be automated. Focus on the idea that automation can free up time for people to contribute at a higher level. - Kathy Bernhard, KFB Leadership Solutions 7. Overwhelming Users Automation fails with one word: overkill. When employees are bombarded with reminders, they start ignoring them. When customers are flooded with requests for feedback, they stop replying. When companies send endless messages to complete one small, simple task, recipients start ignoring them. The way to solve the problem of automation overload? One more word: simplify. - Joelle Jay, Joelle K. Jay 8. Automating Judgment Instead Of Labor Failure happens when companies automate human judgment instead of human labor. Companies rush to replace decision-making rather than eliminate repetitive tasks. I helped a client identify and separate 'thinking work' from 'doing work'—automating the latter while enhancing the former. Smart automation doesn't replace human creativity, it amplifies it. - Nirmal Chhabria 9. Ignoring Employee Input Automation training often skips employee input. This lack of involvement reduces their buy-in. People feel left out and resist change. Including them in the process boosts acceptance and engagement. - Laurie Sudbrink, Lead With GRIT 10. Not Identifying A Clear Problem It's a mistake to introduce automation without clearly identifying the problem it should solve. Companies often rush to implement the latest tech without understanding its relevance. To do it better, they should first thoroughly analyze the problem, then seek solutions that specifically address it, ensuring the technology aligns with their actual needs and objectives. - Aurelien Mangano, DevelUpLeaders 11. Misrepresenting The 'Why' Misunderstanding or misrepresenting the 'why' is a big problem. I have seen too many leaders come into a new organization with the goal of automation, but they cannot effectively articulate why it is beneficial for these workflows and who it really serves. Automation needs to be marketed to the internal customer as well as the external. When communicated well, it's much more effective and easily adopted by the culture. - Kari Parker, Connections Focused Consulting 12. Undercommunicating In Change Management Automation requires change management. We have learned that the biggest mistake during a change management process is not enough communication. When you are planning an automation rollout, an internal communication plan needs to be prioritized and adhered to. Overcommunicating is never as much of a liability as undercommunicating. - Antonia Bowring, ABstrategies LLC 13. Failure To Rehumanize The Work A common mistake is failing to rehumanize the work in parallel. Efficiency becomes the goal, but at the cost of meaning. When companies implement automation to people rather than with them, they erode engagement. Co-designing automation with employees invites ownership, preserves purpose and affirms dignity—because progress without participation breeds resistance, not resilience. - Cheri Rainey, Rainey Leadership Learning 14. Neglecting To Prepare Leaders Too often, companies introduce a drive to automate without preparing their leaders or teams. Change isn't just technical; it's neurological. Using brain-based assessments can help organizations align automations, such as using AI, with leadership development, emotional resilience and real behavior change. When leaders are ready, automation becomes a catalyst, not a conflict. - Sahar Andrade, Sahar Consulting, LLC 15. Not Allowing For Different Learning Styles And Paces The biggest mistake companies can make when introducing automation into their workflows is embracing the idea that all leadership, staff pool and contract employees will learn and accept it at the same pace. People, in general, are creatively driven or brain-driven. A creatively structured explanation with examples, allowing the time necessary, is essential to workflow fluidity. - J.K. Dickinson, J.K. Dickinson & Associates 16. Not Understanding The Human Interactions Involved A big mistake companies make is automating processes without first deeply understanding the human interactions involved. Automation should amplify human potential, not replace meaningful connection. Companies succeed by first mapping human workflows, identifying emotional and relational touch points, and then thoughtfully integrating automation to enhance, not diminish, these interactions. - Rachel Weissman, Congruence 17. Not Creating A Clear Roadmap Automation without a clear roadmap, with the purpose of clarifying the desired outcomes you want from the automation, will only create chaos and magnify inefficiencies. Companies must first ask, 'What is the desired outcome of this automation?' and then create a simplified workflow that achieves this outcome. - Aaron Marcum, Breakaway365 18. Automating Without Analyzing The Workflow One big mistake companies make is automating without first analyzing, optimizing or rethinking the workflow. They risk locking in inefficiencies or outdated habits. A better approach: Step back, challenge assumptions, redesign for clarity and value, and then automate. Done right, automation becomes a tool for progress, not just speed. - Stephan Lendi, Newbury Media & Communications GmbH 19. Seeing Automation As A Mere Tech Upgrade Executives often delegate automation as a tech upgrade instead of leading it as a business transformation. The better approach: Tie automation to strategic outcomes, redefine value-creating roles and model the mindset shift from efficiency to evolution. Sponsor it by hosting cross-functional reviews that connect tech changes to tangible business and customer outcomes. - Mel Cidado, Breakthrough Coaching 20. Ignoring How Humans Work And Changing Expectations I lived this one! The automation was flawless. The problem ignored was that it changed how human beings got work done, so performance expectations changed. Implementation of automation isn't just about software design, but also behavioral change. People don't like to be told how to do a job they've been doing for years. - Ira Wolfe, Poised for the Future Company
Forbes
23-06-2025
- Business
- Forbes
20 Leadership Red Flags: How To Know A Founder Isn't Ready To Scale
The ability to scale a startup hinges as much on leadership maturity as it does on market opportunity. Founders who micromanage, resist feedback or avoid tough decisions often stall progress—not because the business lacks potential, but because the leader hasn't adapted to what growth really requires. Scaling means letting go of control, building trust in others and shifting from instinct to strategy. Below, Forbes Coaches Council members share 20 leadership red flags that signal when a founder's mindset may be holding the business back. 1. Inability To Delegate If a founder says 'I'll just do it myself' too often, run. That lone-wolf mindset kills scale. Real growth needs delegation, trust and systems. If you can't let go, your startup stays stuck. Scaling is a team sport—not a solo mission. - Anastasia Paruntseva, Visionary Partners Ltd. 2. Believing They're The Only One Who Can Do It Right One red flag when scaling a startup is what I call egocentric thinking. This occurs when a leader insists on delegating and controlling every aspect of their business because they believe they are the most knowledgeable and/or capable person to do the job. This mindset will always make it difficult for an individual to scale their business because they will be restricted by time. - Andrea Bullard, Andrea Bullard & Company 3. Staying Tactical Instead Of Leading Strategically A key red flag is staying stuck in tactical mode and failing to transition into a strategic role. Early on, being hands-on is necessary, but scaling requires a shift. Founders must empower their teams to take ownership of execution while they focus on strategy. If they can't let go or trust others, they risk becoming the bottleneck. Scaling up means leveling up your leadership. - Kiran Mann, M2M Business Solutions Inc. 4. Failing To Make Timely Decisions Indecision can destroy a startup. Decisions must be made quickly. Founders must have the ability to assess risks, benefits and alternatives. They must be agile, think on their feet and adapt. Any decision is better than no decision. - Sunny Smith, Empowering Women Physicians Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify? 5. Rejecting Outside Feedback Researchers have estimated that only 8 percent of people worldwide possess the right mix of personality traits for startup success, so most will need to be able to work effectively with others if they want to scale. Refusing outside feedback or getting stuck in a 'my way or the highway' mindset suggests that someone isn't ready. Sure, it may work for some entrepreneurs, but not all of us are Steve Jobs! - Megan Malone, Truity 6. Expecting Others To Blindly Follow Them A clear red flag is when a leader criticizes others for not doing things exactly as they do. This mindset stifles creativity, trust and team development. Effective leaders recognize that different doesn't mean wrong. Empower your team to use their own strengths and approaches—this diversity is what truly drives innovation and helps carry out the vision. - Dr. Marita Kinney, BCC, Msc.D, Pure Thoughts Publishing and Wellness 7. Lacking A Transferable Vision If a leader can't clearly articulate their vision, expectations or processes well enough to hand them off—like in a playbook that someone else could easily follow and execute—they're not ready to scale. Until the vision in their head becomes something others can understand, contribute to and carry forward without constant oversight, they won't be able to let go or build a team that grows with them. - Kelly Stine, The Leading Light Coach 8. Neglecting Team Development One red flag is a leader's inability to be a 'people developer.' If an entrepreneur does not prioritize people and create a culture of learning and development, that startup will remain a startup. - Edward Doherty, One Degree Coaching, LLC 9. Dismissing Advice From Allies If a founder is resistant to advice from their team and/or from their most aligned investors, that is a red flag. It's important for the founder to be the activist pushing the product or service into the world, but they need to build coalitions and learn from others who have seen similar launches. A growth mindset is a must. - Katy MacKinnon Hansell, Katy Hansell Impact Partners 10. Holding On Too Tightly As An Owner-Operator Scaling means that things will change, and leaders will need to empower others to move things forward. Leaders who speak about themselves as the brand and how they need to position themselves as the face of the organization haven't yet made the mindset shift. It's the difference between being an owner-operator and being an owner. The owner's mindset is ready to scale. - Kristy Busija, Next Conversation Consulting 11. Staying Stuck In The Startup Mentality A key red flag is a leader who continues to operate with a startup mindset, relying on instinct, individual effort and constant pivots. Scaling requires a shift to systemic leadership, which involves developing people, building processes and focusing on a few high-impact ideas. If the founder can't make this transition, they'll need to bring in someone who can, or risk jeopardizing successful growth. - Gabriella Goddard, Brainsparker Ltd 12. Failing To Attract A Shared Vision If you want to scale your startup, one thing leadership must do is establish a vision that attracts the right people. Creating a vision and purpose allows you to find your community: those who share your beliefs and want to be part of the journey. This goes for team members, customers and other stakeholders. You can't become a true leader if you have no one willing to follow you. - Robert Gauvreau, Gauvreau | Accounting Tax Law Advisory 13. Avoiding Hard Conversations Neuroleadership shows that the brain craves certainty, but growth demands embracing uncertainty and social discomfort. Leaders must train their prefrontal cortex to stay calm under pressure and turn tough feedback into adaptive learning. Scaling starts there. - Adam Levine, InnerXLab 14. Making Themselves Indispensable One red flag is the 'indispensability complex'—when founders create bottlenecks by remaining central to every decision. I watched a promising fintech company collapse when its CEO couldn't evolve from doer to enabler. Scaling demands leaders who derive satisfaction from team achievements rather than personal heroics. The most dangerous founders secretly fear becoming irrelevant in their own creation. - Nirmal Chhabria 15. Prioritizing Activity Over Long-Term Planning A red flag I have witnessed regularly is when the founder or leader confuses hustle with strategy. If a leader's main tool is working harder—not thinking smarter—they're not ready to scale. Startups grow sustainably when founders step out of the weeds and start building for the long game, not just surviving the week. - Arthi Rabikrisson, Prerna Advisory 16. Blame-Shifting As A Leader As John Maxwell says, 'Everything rises and falls on leadership.' When a founder avoids responsibility and constantly blames others, they're not ready to scale. A leader who's ready says, 'If there's a problem, I own it. If there's a win, I share it with the team.' That mindset builds trust and momentum and shows you're ready to grow. - Sandra Balogun, The CPA Leader 17. Overlooking The Emotional Side Of Growth A red flag is the absence of a systemic plan or personal readiness to manage the change. Scaling isn't just operational, it's emotional. Leaders must prepare themselves, their teams, partners and clients for the realities of growth and change. It's critical to have strong communication systems in place to adapt and solve problems as they arise. - Mel Cidado, Breakthrough Coaching 18. Lack Of Adaptability If a leader rigidly clings to their initial vision or refuses to consider feedback, they may struggle to navigate the complexities of scaling. In the Marine Corps, I learned the value of being 'Semper Gumby,' meaning 'always flexible.' This adaptability is essential for growth, allowing leaders to evolve alongside their business and its needs. - Jay Garcia, Jay Garcia Group 19. Inability To Control Anger If a person is quick to become angry, they are not ready for leadership. Anger is a distancing emotion that can hinder one's ability to build trust and alliances—two core skills essential for a business owner. Explosive anger usually indicates unresolved emotional issues from the past. Anger is generally unhealthy and unnecessary in the workplace. - Bill English, OnPath Coaching 20. Lack Of Self-Awareness One flaw to look for is whether a founder is self-aware. As a key component of emotional intelligence, knowing your own strengths and weaknesses is critical for leaders to learn quickly from experimentation and pivot as needed to put their firms on a growth trajectory. By lacking a growth mindset and self-awareness, leaders can be trapped by blind spots and office politics. - Kelly Huang, Coach Kelly Huang
Forbes
18-06-2025
- Business
- Forbes
Innovation's Dark Side: How AI Is Being Used To Scam You Smarter
Anastasia Paruntseva, Founder & CEO of Visionary Partners Ltd. Global expansion expert, book author, with 15+ years in tech, AI & robotics. getty I've spent years in innovation tech, robotics, AI and automation—launching startups, scaling automation across 50+ countries, leading AI platforms and watching machines get smarter faster than most people get promoted. So, when I say we're entering a new era of digital deception, I'm not guessing—I've seen it coming. Because here's the uncomfortable truth: Innovation isn't always innocent. While most people are still marveling at AI-generated headshots or asking ChatGPT for birthday toast ideas, a quieter, more dangerous shift is underway. AI isn't just helping the good guys move faster—it's also being used to scam you smarter. And no, this isn't just a problem for tech bros or finance execs. It's for anyone with a phone, an email address or a slightly-too-trusting family member who still thinks their Facebook group is a reliable news source. We used to laugh at online scams—typos, bad grammar, a 'Nigerian prince' asking for bank details. Cute. But today's scams? They don't make spelling mistakes. They make perfect sense. In your CEO's voice. Voice cloning now takes less than 10 seconds of audio. That's one voicemail. One podcast appearance. One birthday message posted online. Suddenly, 'you' can call someone and ask for money, access or trust—with your tone, your accent, your rhythm. Then there's deepfake video. Remember the viral clip of a building 'on fire' in Paris that had people panicking recently? It was AI-generated. Looked real. Sounded real. Wasn't. And meanwhile, the actual Notre Dame fire from 2019? That one was real—but now, we live in a world where both can be seen with equal skepticism. Good luck navigating that with a cup of coffee and a shaky Wi-Fi connection. We've all had a laugh at our grandparents for falling for fake tsunami stories or sharing clearly Photoshopped miracles. But the difference now? We're the ones getting fooled—by a FaceTime from our 'child' in trouble or a WhatsApp from our 'CFO' at 11:47 p.m. asking for a wire transfer. AI-generated scams don't need you to be naive. They just need you to be human. They rely on: 1. Urgency: 'Do this now.' 2. Authority: 'I'm your boss.' 3. Familiarity: 'Hey, it's me again.' 4. Emotion: 'I need help.' Combine that with a convincing voice, personalized language and just enough context, and you've got a synthetic scam that's hard to question—even if you're technically trained. Even the smartest fakes leave fingerprints. You just need to know where to look: • Too Perfect: If it sounds overly polished or oddly scripted, something's off. • Eye Behavior: Deepfakes still struggle with natural blinking and focus. • Audio Lag Or Unnatural Rhythm: Watch for mismatched cues. • Context Clues: References to conversations that didn't happen, or details that feel off. • Repeat Phrases: AI likes to anchor on key words. Humans tend to be messier. Still unsure? Ask yourself: Would this person normally call me about this? At this time? In this way? If it feels weird, it probably is. You don't need a Ph.D. in cybersecurity to stay protected. Just some common sense and consistency: • Verify via a different channel. If something feels urgent, confirm through another app, call or face-to-face. • Don't act on urgency alone. The faster they want you to act, the more you should pause. • Use multi-person approvals for sensitive actions. This especially applies to financial or access-related decisions. • Train your teams like it matters. Because it does. Simulate, debrief, repeat. • Don't blindly trust visuals or voices. That trust expired around the same time as floppy disks. I've seen tech do amazing things—scale operations, automate chaos, open new markets, even deliver coffee via robot. But I've also seen what happens when we let awe get in the way of awareness. The truth is, innovation isn't the problem. Blind trust is. We need to stop assuming tech is always on our side and start building the literacy to question what looks and sounds 'real.' Because in a world where anything can be faked, the smartest thing you can do is stay curious—and stay calm. The next scam you see won't have broken grammar or cartoon graphics. It'll sound like someone you love. Look like someone you know. And ask you to trust it—without thinking twice. Don't give it that luxury. Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
Forbes
10-06-2025
- Business
- Forbes
20 Underrated Leadership Habits That Drive Team Performance
As a leader, sustaining strong team performance rarely comes from bold moves or quick wins. While these and other high-energy leadership tactics might spark short-term momentum, they don't always build the trust, clarity or emotional stability teams need to thrive over time. In fact, it's often the quieter, less visible behaviors that create the strongest foundation. Below, the members of Forbes Coaches Council discuss the commonly overlooked leadership habits that contribute to a team's long-term success. Listening—not just hearing, but really listening—is key. It sounds simple, but it's rare. When leaders tune in without ego, teams feel safe, seen and energized. And that builds trust—the compound interest of high performance. - Anastasia Paruntseva, Visionary Partners Ltd. Lead with your values when it's hard—not just when it's easy. When pressure hits, your choices either reinforce respect, integrity and excellence—or expose what you've been tolerating. The leaders who outperform over time are the ones who live their values, especially when it costs them. - Kristi Staab, Kristi Staab Enterprises Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify? Great leaders know when to 'sit on their hands,' a habit borrowed from chess. Pausing before acting sharpens critical thinking, reduces stress and builds trust. Just like in chess, thoughtful reflection leads to smarter moves and long-term team success. - Vincent Pieterse, The Hubler Emotional attunement matters. In the age of hustle and KPIs, many leaders forget that performance is deeply tied to emotional safety. Leaders who regulate their nervous systems and hold space without fixing build loyal, high-performing teams. When people feel emotionally safe, they stop managing fear and start embodying purpose. Safety is the secret to sustainable success. - Dr Vidhya Kumaranayakam, Dr Vidhya Global Institute of Leadership and Emotional Mastery Make time for regular reflection, with yourself and your team. Leaders who pause to ask, 'What's working, what's not and what's next?' create learning loops that compound over time. Reflection paired with action builds clarity, alignment and sustainable performance. - Melissa Cidado, Breakthrough Coaching One of the most powerful habits of successful leaders is adaptability. Rigid playbooks do not thrive in a turbulent and uncertain environment. When challenges arise, they pivot with purpose and act strategically. This can take time to develop, but it's key to long-term success. Leaders who can adapt and communicate clearly don't just survive uncertainty; they drive high-performing teams through it. - Dan Hawkins, Summit Leadership Partners The most underrated leadership habit is caring for the people who work for you. Maya Angelou said, 'People will forget what you said, people will forget what you did, but people will never forget the way you made them feel.' Ask anyone to give you an example of an outstanding leader they looked up to and enjoyed working for. They'll remember how they made them feel. - Sunny Smith, Empowering Women Physicians Historically, for leaders, sleep has been viewed as optional and even discouraged in some circles. The neuroscience of sleep has now revealed sleep as a biological imperative. Even one night of poor sleep can reduce motor and cognitive performance. Chronic poor sleep is equivalent to moderate intoxication levels, decreasing leaders' ability to think, respond and act at their best. - Andrew Geesbreght, PRAX Leadership Many leaders often say they have an 'open door' policy, but then you have to go through an administrator to set up access, or there's a fear of going to their office. Adopt a 'no door' policy. Get out from behind your desk and go out to meet people and talk to them. Have informal skip-level meetings with employees. Take a group of employees to lunch. Open that door. - John Knotts, Crosscutter Enterprises One underrated leadership habit: saying 'I don't know.' Many leaders feel pressure to have all the answers, but admitting uncertainty builds trust. It shows your team that honesty matters more than ego. When people feel safe to speak up, take risks and own mistakes, psychological safety grows; that's the base every team needs for real learning and long-term performance. - Weixi Tan, Workplace Asia One underrated habit that drives long-term performance is using humor thoughtfully—not to distract from the work, but to make space feel lighter when pressure is high. When used well, it builds connection, lowers defensiveness and reminds the team they're human. Over time, that kind of atmosphere supports resilience and performance. - Mo Khan, One of the best ways to get a team on the same page is to literally sit down and accurately assess the team and the work. Leveraging Thomas Patterson's The Four Helpfuls—what's right, what's wrong, what's missing and what's confused—will pave the way to deeper insight and understanding for the team. Determining what's most important, listing out action steps and making improvements is key. - Kevin West, Invisible Insights Inc. Leadership integrity is crucial. Real leadership isn't about titles—it's about trust. Does your walk match your talk? Make sure you keep your word, own your mistakes, and live your values. High integrity + high energy = a leader people want to follow. - Bill Koch, Bill Koch Leadership Coaching It is the mental stability of the leader that has a profound impact on team performance, because the leader sets the emotional tone of the team. This results in agility and resilience, clear and rational decision-making, a supportive and empathetic approach to people, and consistency in the way the leader shows up. - Edyta Pacuk, MarchFifteen Consulting Inc. Great leaders develop the habit of moving between the balcony and the dance floor. They go 'up' to get perspective and see the whole picture, and then they go 'down' to engage in a very real way with people engaged in the work of the company. This dance enables you to weave essential insights into your decision-making and talent management and leads to highly adaptive and effective strategies. - Joanne Heyman, Heyman Partners Don't forget to give your compliments to the people who need to hear them the most—those who did the work! Often, leaders share with a wide audience their appreciation and compliments, but they fail to look in the eyes of those who did the work and say, 'Thank you! Well done!' It's free and it goes a long way! - Ellen Lail, Lail Coaching, LLC Regularly asking for—and genuinely listening to—team feedback is an underrated leadership habit. It builds trust, signals respect and uncovers valuable insights. Leaders who embrace this habit foster openness, loyalty and sustained high performance within their teams. - Peter Boolkah, The Transition Guy One powerful leadership habit is consistently demonstrating that you value your team members' ideas, contributions and potential for greatness. It's not just about acknowledgement—it's about making people feel seen, heard and genuinely supported in achieving their goals. Leaders who do this drive sustained performance and loyalty over time. - Cheri Rainey, Rainey Leadership Learning The most effective and underrated leadership habit is checking for understanding. After every important communication, the key behavior is to simply ask, 'What did you understand from what I just said?' It's ridiculously simple but amazingly powerful in avoiding problems and delays. - Adriana Gattermayr, BTS Make the emotional climate in your team or organization a priority and habitually check in with people to see how they are (really) doing. The emotional state is a main driver of performance and depends on how psychological needs are met. Focusing on the people instead of the numbers will improve the numbers. - Thomas Gelmi, Movadis AG
