Five Habits That Separate the Teams That Soar From the Ones That Stall

Ever wonder why some teams just click and others… well, don't? Even with a solid plan and smart people, sometimes things just sit there, gathering metaphorical dust. Julie Turpin, the Chief People Officer at Brown & Brown, says it's not about talent or strategy. It's about habits. And apparently, those subtle, daily rituals are running the show.

She points out that lasting results come from lasting habits. The real difference between top-tier leaders and everyone else isn't some secret genius gene. It's what they actually do every single day, even when no one's watching. Because apparently that's where we are now: your workflow is judging you.

Consider this: knowledge workers spend a baffling 60% of their time on "work about work." That's chasing updates, enduring aimless meetings, and constantly switching between a dozen different digital tools. This isn't a strategy problem. It's a habit problem that just keeps on giving.

Your Habits Are Showing

So, how do you ditch the bad habits and build the good ones? Here are five ways to get your team from stuck to soaring:

1. Check your habits before changing them. Most companies are excellent at measuring output. But very few are honest about the daily behaviors that create that output — or, more insidiously, slowly erode it. Start with yourself. How do you kick off your workday? Do you actually follow through on your promises? Then, zoom out to your team. Figure out what’s working, what’s not, and pick one behavior to tweak.

   

2. Question old habits. Many professional habits weren't chosen; they were simply collected over time. Think about meeting formats, decision-making processes, or how teams communicate. Often, they happen a certain way because no one ever bothered to ask, "Why are we doing this again?" Turpin notes that the habits leaders never question become the habits their teams adopt, helpful or not. Find the behaviors that, if changed, would dramatically speed up decisions and cut down on unnecessary headaches. Then, make the new behavior the default, not the exception.

3. Connect habits to who you want to be. Leaders who consistently carve out time for development talks aren't just checking a box; they're embodying a certain kind of leadership. This kind of behavior is powerful. Quarterly goals, on the other hand, don't quite hit the same mark. When a habit is directly linked to the leader you're striving to become, it becomes self-reinforcing. Ask yourself: do your daily habits match that aspirational person, or are they just helping you limp through another Tuesday?

4. Set up your environment for success. High-performing teams don't rely on sheer willpower to maintain good habits. They design their surroundings so good habits happen almost automatically. Block out time for strategic thinking before your week descends into chaos. Schedule regular check-ins so crucial conversations don't get endlessly postponed. Build in weekly reviews so reflection is a given, not dependent on someone suddenly remembering. Turpin explains that consistency and discipline aren't always personality traits; they're often the happy byproduct of leaders putting the right structures in place.

   

5. Use accountability proactively. Most organizations only pull out the accountability card after something has gone sideways. The best leaders use it before the work is even done. Telling someone whose opinion you genuinely value about a goal you're committed to dramatically shifts the odds of success. Turpin suggests finding one person you respect, telling them what you plan to build, and asking them to hold your feet to the fire. It's a simple act that can make a monumental difference.

Market conditions will change, and good people will occasionally move on. But your habits? Those are completely within your control, unlike talent or market forces. The difference between teams that grow and teams that stay stuck often boils down to that gap between what leaders intend to do and what they actually do. And that, dear reader, is a problem we can absolutely fix.