Habits that make great leaders

By Herman M. Lagon

You might not spot them right away. They are rarely the ones in tailored suits or hogging the mic. In a world loud with image and ego, the real leaders move quietly. They listen more, give more, and often face the hardest tasks before most of us even start our day. You could sit across from one in a carinderia or a school faculty room and not even realize it at first. But you will feel it. Their presence is steady, not showy. What sets them apart is not status—it is habit. The kind built over time, under pressure, and with purpose.

One habit they protect fiercely is time to think. Not scroll, not scramble—think. A dean I know blocks a few minutes each morning for reflection before his first order of business. No gadgets, no chitchat. Just quiet. According to Harvard’s Michael Porter, this kind of strategic pause is what the best leaders do—it is not a luxury, it is the work.

It is also about how they think. They ask sharper questions. Not “What went wrong?” but “What are we missing?” They do not cling to being right. They chase learning. Back when I led leadership workshops as a school head, one truth always stuck: clarity grows from curiosity, not certainty. The sharpest leaders I know still ask the hard, even awkward, questions.

They also show up—rain or shine, in or out of the mood. A principal from Iloilo told me she wakes at 4:30 a.m. and walks to school with a flashlight. Not because it is easy. Because it is needed. Angela Duckworth calls this grit. Great leaders do not wait to feel ready. They move, and the readiness follows.

In meetings, they listen first. Speak last. I once attended a forum beside a university president who stayed quiet for nearly an hour, then wrapped the entire discussion in five concise sentences. That kind of presence comes from patience. Simon Sinek calls it “speaking last.” It is not about silence—it is about strategy.

They also give without keeping score. A mentor of mine, a former school president, had a simple rule: serve first, then serve more. He mentored young administrators, endorsed struggling colleagues, and connected people quietly. Adam Grant’s Give and Take supports this—those who give without expecting return often become the most trusted and influential leaders.

Top leaders also manage energy, not just time. A colleague at ISUFST does his writing in the morning, when his mind is sharp, and meets with people later in the day. It is a habit that reflects what Tony Schwartz wrote in The Power of Full Engagement: it is not just about hours—it is about using your best energy wisely.

They do not try to do everything. They know what matters and let go of what does not. A Jesuit priest I once worked with often said, “Do not be busy. Be effective.” He focused on conversations that mattered instead of sitting through endless meetings. It was not slacking. It was precision.

They also rest—not when everything is done, but as a rule. A dentist friend I know stops taking calls after 6 p.m. He walks, writes, and guards his headspace. “I protect my mind like others protect money,” he once said. It stuck with me. Rest is not soft. It is smart.

Decisions come quickly for them—not carelessly, but with enough certainty to move. A former student—then mayor in Aklan—shared that during the pandemic, he acted fast on 70% clarity. Waiting too long could cost lives. Jeff Bezos agrees—decide early, adjust later. That mindset builds momentum.

And they celebrate small wins. No need for parties. Just real, timely gratitude. Another Jesuit school president I know writes thank-you notes by hand when a project wraps up. Gallup research confirms it—authentic recognition often beats any bonus.

They never stop learning. Books, feedback, failures—all part of the routine. One formator I know ends the week asking, “What did I learn? What did I miss?” It mirrors what Jesuit circles call examen—not guilt, just growth. Leaders who pause to reflect lead better.

These habits are not hacks. They are how top leaders live. They do not chase applause. They shape culture. They lead with clarity, care, and calm. They build people, not just plans. And they understand that power is not control. It is stewardship.

There is no single formula. But whether it is Tim Cook waking at 3:45 a.m., Satya Nadella staying curious, or a barangay captain who begins every meeting with “Whose voice is missing?”—what they do daily says more than what they say publicly. No fireworks. Just steady fire.

In the end, it is not the title or charm that makes a leader—it is how they live. Steady habits, not loud hype. Just a quiet drive to make things better, one step at a time.

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Doc H fondly describes himself as a “student of and for life” who, like many others, aspires to a life-giving and why-driven world grounded in social justice and the pursuit of happiness. His views do not necessarily reflect those of the institutions he is employed or connected with.