Using fear as a leadership strategy "has a very short shelf life," says author and speaker Brené Brown, who says such leaders "have to demonstrate a capacity for cruelty at very regular intervals" to keep people in line, but Brown feels "people are becoming less and less tolerant of living that way." Instead, Brown says leaders must be compassionate but courageous enough to have hard conversations and hold people accountable instead of using shame, blame or fear.

Put it into practice: Reactive leaders are like kids who try to kick a soccer ball aimed at their chest -- they can't control the trajectory of the ball that way, Brown says. "A good leader takes the incoming churn and instability, settles the ball, takes a breath, creates some space and time where none exists, looks down the pitch and makes a smart decision about where to kick the ball next."

You can transform challenges from a threat into an opportunity, and change another's mind, by being curious instead of argumentative, writes former FBI agent LaRae Quy, who offers three strategies. Being curious means showing vulnerability, using stories to create a sense of connection and sticking to facts over becoming emotional, Quy writes.

Put it into practice: Asking someone to explain the facts of their position in detail can often lead to them softening their views because they may realize they are less certain about their views, Quy writes. "It's often not until someone asks us to explain a concept that we realize our limited understanding of it."

"Show up on time, know your lines and have a take," are three things actor Tom Hanks says he heard a director define as professionalism, and executive coach Doug Thorpe writes that it counts for leaders, too, who need to be present for their people, prepared to handle situations and have new ideas to improve things. "Here's what happens when leaders consistently show up on time, come prepared, and bring something valuable to every interaction: other people start doing the same thing. It's contagious in the best possible way," Thorpe writes.

Put it into practice: When you "have a take" on something, you're contributing meaningfully to conversations and demonstrating a genuine investment in outcomes, Thorpe writes. "It's like being a good friend who doesn't just say 'that sucks' when you're struggling, but actually offers a fresh perspective or practical help."