For me, the time between Christmas and New Year’s isn’t about fully unplugging, nor is it about scheduling formal reflection sessions. It’s about paying attention. This period creates a natural shift in pace, and that shift is revealing. It shows whether priorities are clear enough to hold without constant reinforcement, whether teams feel confident making decisions independently, and whether progress continues without relying on individual heroics.
In other words, it shows whether the organization is actually built to scale. I use this time to observe patterns rather than outcomes. Where does work continue smoothly? Where does friction appear when fewer people are around? Which processes feel resilient, and which ones quietly depend on someone always being “on”?
This kind of reflection doesn’t require silence or isolation. It happens while the organization is still moving — just at a slightly different rhythm.
There’s also something important that emerges during this time: space. When we have fewer meetings and less urgency, conversations seem to become more human. People have room to think, to connect, and to engage without the pressure of constant delivery. That space often brings out curiosity, creativity, and a sense of enjoyment that’s harder to access during peak intensity.
Fun, in this context, isn’t about planned activities or forced engagement. It’s about lightness. About people feeling trusted enough to breathe while still being part of something meaningful. In a high-bar organization, that balance is essential.
Beginning-of-the-Year Rituals: Raising the Bar Without Resetting
As we plan for the year ahead, I don’t believe in New Year’s resolutions — especially in global, fast-moving organizations. Resolutions assume a reset. They suggest that everything starts from zero, that momentum disappears on December 31st and reappears on January 1st in a cleaner, better form. That’s rarely true, and often counterproductive. January doesn’t reset anything. It amplifies what’s already in motion.
Specifically, in the HR department, we look at:
- What worked across teams;
- Where friction still exists, and
- What additional value can be created.
The questions we ask aren’t only “What should be clearer, easier, or stronger?” but also “What else can we do to move the organization forward and create even more impact?” This shift in mindset matters. It reframes growth from a cycle of constant reinvention to one of intentional progression.
The beginning of the year becomes a moment of recalibration, not reinvention. Instead of introducing big changes or a list of new goals, it is time to focus on sharpening expectations. What does excellence look like now, given how the organization has evolved? Where do we need to push ourselves further? And where do we need to simplify so people can operate at their best?
When people understand that the goal isn’t to start over, but to build forward, they’re more willing to invest deeply in what they own. They feel empowered to improve, challenge assumptions, and contribute ideas that move the organization forward.
This might mean clarifying what “great” looks like for a team that has doubled in size — redefining success criteria, tightening ownership boundaries, or focusing on quality rather than speed. It can also mean removing layers of approval that made sense when the company was smaller, but now slow teams down or narrowing priorities so leaders can focus on what truly moves the business forward instead of spreading themselves thin.
Importantly, this doesn’t come at the expense of enjoyment. High standards and fun aren’t opposites. When expectations are clear and people feel trusted, work becomes that much more engaging and energizing.
Leadership Without Heroics
One of the biggest myths in leadership is that momentum requires constant presence. In reality, sustainable momentum comes from systems that work even when leaders step back.
The end of the year quietly tests this. If progress continues, if standards hold, and if people feel supported even when leadership visibility decreases, it’s a strong signal that the organization is built on something solid.
That resilience is what allows us to genuinely encourage people to spend time with their loved ones. Not performative rest. Real rest. The kind that comes from knowing the organization doesn’t depend on individual sacrifice to succeed.
That structure allows us to respect personal time, raise the bar thoughtfully, and keep moving forward — not just at the beginning or end of the year, but all year long.
