When it comes to new year’s resolutions — with its reflection and evaluation — the most difficult part is being painfully honest.
Don’t be humble about the successes, and conversely don’t be reluctant about constructive criticism. From these sincere and honest musings leaders can reset, recalibrate and prioritize efforts.
With that in mind, I surveyed a few business leaders to get their thoughts on New Year’s resolutions.
When I contacted Ginny Wilson Peters, I was surprised to learn that she’s not a huge fan of lengthy resolutions. Ginny, the owner of Integrity Integrated, is an expert in strategic, organizational and personal leadership training and development.
Her story is an example of success by establishing clear and actionable goals, and she is quick to cite studies to reinforce goal setting for leadership success.
However, when it comes to resolutions, she simplifies her resolutions to one or two words. Once proclaimed, she focuses her efforts on this abridged form of resolution.
This year, Ginny’s resolution words are “purposeful living.”
Stephen Fry, CEO of Spindustry digital, had a different take. Spindustry won recognition as Business Record Best of Des Moines 2012 in social media, web development and computer consulting categories, and was a runner-up in the ad agency category.
He begins the resolution process in late November with his leadership team. They take a hard look back at year-end performance and results, then establish four to five key goals for the next year.
Steve’s personal-leadership resolution is to spend time with each of his employees during the first six months of 2013. He will use this opportunity to gauge how the company is doing, how he and the leadership team are doing and, most importantly, how the employee is doing personally and professionally.
Jim Thebeau, CEO with Henry, Russell, Bruce, an established marketing and advertising agency in Cedar Rapids, had this to add: “Leaders can use the new year strategically think through problems and opportunities, and then establish resolutions around new priorities for leadership priorities, focus and efforts in the coming year.”
One uniform practice of these leaders is to “go public” with their resolutions. In other words, share these resolutions with others to informally and publicly commit to doing them.
By doing so, you and your team will be more inclined to deliver results rather than fall short of your resolve.
So now it’s your turn: What critical observations can you make as you reflect on 2012?
Based on those observations, what will you be resolved to do in 2013?
Write them down and share them with others. Then, place a copy of these resolutions in an envelope to open and review at the end of the year to help establish your resolve for next year.