The Last Two Months of the Year Need a Different Plan
Decide what deserves your attention through December and what you need to set up for JanuaryBy the last week of October, you should have a pretty good read on where the year stands.
You know what you committed to at the beginning of the year, what changed along the way, what is likely to get finished, and what will carry into next year.
Now you have to decide where your attention goes.
Most senior leaders I work with have too many legitimate demands on their time right now. There is the work that needs to close this year, planning for next year, client commitments, team issues, budgets, projects, regulatory work, and the things that show up every week that were never part of the original plan.
There is also everything outside of work.
And when you have several things that all matter, it gets harder to decide which ones deserve the most attention.
Go back to the year-end assessment you did last week and look at what is still open.
Which commitments will have the biggest impact on how the year finishes?
Which things need to move forward even though they will not be complete by December?
Which issues need a conversation now because somebody's expectations need to change?
And which things can receive less of your attention without creating a problem for the firm, your clients, or your team?
You may be trying to close a revenue target, deliver a technology implementation, complete a major client renewal, resolve a legal or regulatory matter, hire for a critical role, reduce an operating risk, or get an important decision through senior management.
The common thread is knowing which outcomes matter most between now and year-end.
And there's another equally important thread to pay attention to: what do you need to set up for January.
Some of the most important work you do over the next two months will not produce a finished result this year. You may need agreement on the next phase of a project, leadership support for a new priority, a decision on resources, clearer expectations with a client, or a team that understands what the first quarter requires.
That work belongs in the plan too.
Take another look at your year-end assessment this week and choose the three or four outcomes that deserve most of your attention through December.
Then look at your calendar.
If those priorities are the most important things left in your year, your time should start reflecting that.
And make sure the people around you understand what you are prioritizing, what will be completed this year, and what you are deliberately carrying forward.
A strong finish comes from making those decisions while there is still enough time to act on them.
If you want a clear read on what deserves your attention between now and year-end, book a 30-minute Introduction & Assessment with me:
Key takeaways
By late October, senior leaders should know which commitments are likely to be completed and which will carry into the following year.
Year-end prioritization should focus on the few outcomes that have the greatest impact on the firm, clients, team, or mandate you own.
Work that will not be completed by December may still require progress, clear expectations, and leadership support before year-end.
January planning belongs in the year-end conversation because some of the most important work in November and December creates the conditions for next year's results.
Your calendar should reflect the priorities you say matter most through the end of the year.
FAQ
How should a senior leader prioritize work at year-end?
Start with the commitments that remain open and identify the three or four outcomes that matter most through December. Consider their impact on the firm, clients, your team, and the mandate you own, then make sure your calendar reflects those priorities.
What should executives focus on in November and December?
Focus on what can realistically be completed, what needs meaningful progress before year-end, and which expectations need to be managed. Senior leaders should also identify decisions, resources, or conversations that need to happen now to set up the first quarter.
What should I do with a project that will not finish by year-end?
Be clear about what has been accomplished, what remains open, and what the next milestone is. If timing or expectations have changed, address that before year-end so leadership, clients, and your team understand where the work stands.
How many year-end priorities should I have?
For most senior leaders, three or four major outcomes is a useful working limit for the final two months. You may have many responsibilities, but identifying the few outcomes that matter most helps you make better decisions about where your time goes.
How should I prepare for next year before this year is finished?
Identify what needs to be in place by January for next year's work to start well. That could include leadership agreement, resources, budget, client expectations, project decisions, or clear priorities for your team.
How do I know whether my calendar reflects my priorities?
Review the next six to eight weeks and compare where your time is committed with the outcomes you say matter most. If your most important priorities have little protected time while lower-value commitments dominate the calendar, make adjustments while you still can.
About Brian Rella
Brian Rella is the founder of EverNext and a leadership advisor to VPs through C-Suite in financial services. After 25 years at Wells Fargo, BGC, Bloomberg, HSBC, JP Morgan, and UBS, he helps senior leaders own the mandates their firms most need and be recognized and rewarded at the next level.