Getting back to the momentum of things at work can be a bit
challenging after a break, which is why many of us find it hard to get into the
rhythm of things at the start of a new year after a long (and in many cases,
enjoyable) festive break. And the reason why leaders in particular find it hard
is because their role is not just about managing tasks – it is about fostering
the right culture within the organisation, it is about the vision, it is about
leading the organisation in uncertain times. In the not-for-profit world where
profit does not feature, setting the tone and direction to enthuse colleagues
and get everyone behind delivering its mission is harder. One needs to crank up
the system – in other words, one needs a reset.
I have looked around and tried to understand of how leaders
do the reset as they walk into work when a new year starts. There is usually
some form of communication to all staff. There are calls for optimism even when
things are extremely challenging (remember Rishi Sunak’s 5-pledges New Year
2023 speech ?). There are calls for individual and collective action. At a more
mundane level, there are plans being developed or reviewed, budgets being made
or reforecast.
To me, from all that I have seen and learnt, three things
stand out that are worth considering while working on the reset (which pretty much
takes the first couple of weeks of January :
1. Acknowledge : Every organisation and
every team faces various challenges, some that are unique or distinctive to the
respective contexts (e.g. change in leadership, relations between the board and
executive, a restructuring imperative, funding) , and some that are more
pervasive (cost of living, Covid recovery, a looming recession). Irrespective
of the nature of the challenge, the first thing would be to acknowledge what
the challenges are. Coming back after a break could mean that the urgency or
the seriousness of the challenge could be perceived very differently. Make a
realistic assessment of these challenges that are most relevant and identify
the ones that need to be tackled in the short, medium and long term. Could this
be an onerous exercise ? No, not necessarily so. Would it be overwhelming ?
Yes, it could be – but think of how you managed similar challenges in the past.
Draw inspiration and energy from them to build one’s confidence that these
challenges can also be overcome.
2. Act : I am sure
we are all familiar with the ever growing list of things since November that we
may have put it to ‘In the New Year’ list. By mid-December, that list can be
quite daunting, but then, sometimes, it does make sense not to begin something
significant towards the end of the year when everyone is tired and is looking
forward to a break. There is then a real risk that the momentum around these
could be lost when we start all over afresh in the new year. Just as a
carpenter would take time to sharpen his saw before he starts his work (as
Stephen Covey mentions in one of his books), it would be important to set aside
some time to think of all the actions needed to be taken to continue from where
we left in the previous year and, very importantly, build back the momentum
that aligns with the organisation’s priorities. As a leader, that also provides
a useful frame of reference to the rest of the team or organisation.
3. Aspire : Being
aspirational can be hugely energising when one starts in the new year. One has
had a break, the activities are still just about catching speed, there is a
general sense of ease (and even wellbeing) in the organisation. In a week or
two, all that could change and one gets back into the thick of operational
matters, often at a frenetic pace. This is the ideal time for leaders to think
afresh and create a sense of aspiration, even in the face of pressing
challenges, so that colleagues can get a sense of direction, think longer term
and have the courage to aspire for being better and more impactful. Creating
these aspirations can be quite visionary in many ways as it helps steer the
energies and the enthusiasm of the organisation to longer term outcomes. A
simple question (as one of my colleagues asked all of us) is – What excites you
about the future ?
We keep hearing that we are in a complex and challenging
world, which will get even more complex and challenging. Let us not be unnerved
or overwhelmed by that. That is a given, a reality. What will mark leaders and
separate them from the rest is their ability to work around these, create a
sense of optimism and enable colleagues to realise their aspirations,
connecting them to a broader purpose.
Here is to a successful and productive 2023 !
