At the end of the year, many teams feel overwhelmed. What’s the first reflex to adopt to close the year well?
The first reflex is to clarify. I recommend taking time to distinguish three things:
- what has been accomplished and deserves recognition,
- what remains pending and should be resumed in January,
- what can be abandoned because it is no longer a priority.
This simple methodology gives meaning to the efforts made and provides an overview of the next steps.
How to involve the team in this process?
I rely on a short, collaborative format. A one‑hour workshop is enough for everyone to share one success and one learning. A visual board can be used to synthesize key points, but the essential goal is to create a collective moment where efforts are acknowledged. The review then becomes a time of recognition rather than a mere audit.
What about projects that won’t be finished before year‑end?
It’s important to be realistic and transparent. Document the current status, set a restart date in January, and inform stakeholders. A well‑framed pending project is far less stressful than one left in uncertainty.
Preparing for the year ahead
I recommend defining a few strategic priorities for the first quarter, identifying critical resources, and planning a kick‑off at the beginning of January. This prevents starting in crisis mode and gives the team a clear direction.
A final word for managers or project leaders who want to end the year calmly
Don’t aim for perfection, aim for clarity. A simple, shared, action‑oriented review is worth more than an exhaustive report that no one will read. And above all, take time to celebrate achievements: it’s the best fuel to start again in January.
