The Impact of Everyday Habits on Leadership and Team Culture

Interaction and the development of habits in a professional environment

In the first episode of the podcast dedicated to leadership and teamwork, the discussion focused on the unique aspects of professional relationships among participants—relationships that began on set and grew stronger through collaborative work and involvement in various projects. During the conversation, the habits that team members adopted from one another were explored. One example was the use of the phrase “Action, please” during filming, which differs from the standard “Action!” Adding the word “please” emphasizes respect for everyone involved in the process—actors, camera operators, and the technical crew—while maintaining the necessary authority and acknowledging each person’s contribution.

Subtle Details and Their Influence

Employees often pay close attention to how a leader reacts in challenging situations, how issues are addressed, who receives recognition for achievements, and who is held accountable for mistakes. Sometimes, a single word or gesture is what stands out most. Repeated patterns of behavior and speech shape perceptions of leadership, and those around the leader independently decide which habits are worth adopting.

The Role of Feedback and Language

Feedback in the workplace helps identify habits that a person may not even be aware of. For example, using “I” instead of “we” can create the impression that credit is being claimed by one individual, even if the work was a team effort. Leaders are encouraged to consciously use “we” and “us” to highlight teamwork and the involvement of all members. Humility is reflected in how leaders talk about success; it’s important to be willing to take responsibility for decisions and mistakes, and to generously share recognition with the team. Using “I” is appropriate when accepting responsibility, while “we” is best for sharing achievements and fostering team spirit.

Learning Through Shared Practice

Meaningful professional moments often occur while solving complex problems together. For instance, initiatives to improve production processes become more effective when senior leaders participate. Working side by side—such as cleaning equipment or organizing tools—breaks down barriers between roles and demonstrates respect and a collaborative approach. Culture becomes visible when leaders and employees work together, which encourages the development of new behaviors and skills through personal experience. Some learning happens consciously—through observation, experimentation, and established work standards—while some is absorbed unconsciously, through everyday words and actions.

Shaping Leadership Models

Employees notice how a leader asks questions, responds to setbacks, expresses gratitude for identifying problems, and shares credit. These moments can become the foundation for future leadership models. A leader’s behavior, even if it seems routine to them, can serve as an example for others to follow. Leadership is a process in which the foundations are built through learning, mentorship, and shared practice. Some of these foundations arise from ordinary words and actions that may go unnoticed by the leader themselves.

Questions for Self-Reflection

• How does a leader’s language reflect their acceptance of responsibility in difficult situations?

• Who receives recognition when success is achieved?

• Is respect maintained in speech and actions as pressure increases?

Leaders set the tone in an organization not only through official communications and strategic priorities, but also through casual remarks, choice of pronouns, reactions to news, and working alongside the team. Even a simple phrase, repeated many times, can be perceived as a meaningful example and adopted by others. Leaders cannot always predict which moment will become part of someone’s leadership model, but they can strive to make more of those moments worthy of remembering.

Action, please.