People watching is not only a leisurely pastime that makes you smarter and more informed, it’s also an important part of forming good habits. Project managers are at the forefront of each project, so it’s essential they develop good habits to lead and respond to their team at any given moment. With good habits already formed, it frees them from decision making and it allows them to make change possible according to Gretchen Rubin, author of Better Than Before: What I Learned About Making and Breaking Habits. When you free yourself from decision making, it becomes instinctive to perform certain duties within our role. This instinct drives us to be productive and carry out the necessary responsibilities required to push a project forward. Similar to taking a shower or brushing your teeth in the morning, we no longer have to exert more energy into something when we already commit ourselves to putting together a requirements brief, drafting an agenda or taking minutes. We can channel that energy elsewhere.

“For good and bad, habits are the invisible architecture of daily life. Research suggests that about 40 percent of our behavior is repeated almost daily, and mostly in the same context” (Rubin 21). If you apply that to project management and commit to forming one new good habit (ie, greeting someone by name when you see them or starting your day with yesterday’s Done list or today’s To Do list), you’ll likely find yourself unlearning some of the old habits and making subtle improvements that have the potential to make a larger impact on yourself and others. If you don’t know where to start, try wrapping your head around these six habits consistent across several successful projects managers:

You get yourself a seat at the table. In her novel, “Lean In,” Sheryl Sandberg encourages women to raise their hands and take a seat at the table. As project managers, you claim yourself a seat at the table. You’re empowered to take the first step, initiate a discussion and lead by way of example. When squeezed by challenges or met with resistance, you stay true to the business, do what’s right for the customer and uphold the project management code of ethics.

Instead of working forwards to backwards, you work backwards to forwards. Envisioning project success ought to be a ritual and practice for each project manager. If you don’t know what success looks like chances are you’ll have a hard time convincing others – especially your project team. Take a moment and imagine the outcome you’d like to achieve and take steps to work towards that end result. Identify milestones and create a work-back schedule for you and your team.

You strip immediate yes’s and no’s from your vocabulary. Whether it’s conscious or not, we all fall victim to impulse decision making. It’s a natural part of human instinct and well, we just can’t help ourselves. When faced with making larger decisions – and even some smaller decisions – I’ve found that successful project managers typically refrain from a yes or no without thinking through the impact and ramifications to the project and to the team. They’ll typically present to you consequences and the various scenarios involved with making a decision, then they’ll let you make the final call.

You tailor your communications to your audience. Rarely do you ever get to choose your project team. Project managers work across the board with stakeholders, customers, business partners and sponsors – each with varying personalities and working styles. With all the communications channels available such as social media, instant messages, email communications and face-to-face meetings, you really need to understand your audience and their communications preferences. Tailoring and adapting your communications goes a long way, especially if you wish to gain their approval and build consensus.

You’ve got a calm demeanor. What’s that saying, “cool as a cucumber” or “calm as a clam”? Being a project manager requires you to think clearly and act responsibly in the best interest of your customer and your team. Maintaining composure and a calm demeanor – especially in the heat of the moment – demonstrates your role as a leader and gives your team assurance and reassurance that you’ve got a good handle on it.

You respond. Period. With a full inbox, a 100 or so unread emails and a few firefights, you still find a way to respond to your messages. Your communications doesn’t always need to be filled with salutations, formalities and niceties; instead, you respond in a manner that is clear and concise, and that paves the way for a successful project path.

Forming good habits takes commitment, time and dedication. When you break apart from old habits that can weigh you down or hold you back, you leave room for the possibility of developing good habits that can better serve yourself and others. These are just a few habits encompassing successful project managers I’ve encountered over time. What are some habits you’ve come across?