Every new year brings with it the temptation to peer into a crystal ball and predict the challenges and successes ahead. We know there will be both. While we can’t actually glean anything useful from a crystal ball, one of the most effective things leaders can do is get back to basics.
Strong leadership fundamentals, applied consistently, help teams navigate uncertainty and position them for a more successful 2026. Below are a few practical steps to consider.
1. Meet individually with each team member
Often, success is found by simply getting back to basics, and one-on-one meetings are a foundational leadership practice.
These meetings are an opportunity to connect with each employee. Set a simple agenda with two or three touchpoints, whatever works best for you, but keep the focus on the employee, their role, and how their work connects to the department and the company.
Some ideas to cover:
• What would they like to see in their role in the new year?
• Where would they like to grow or improve their skills?
• Are they interested in career growth or expanded responsibilities?
• Discuss current workloads and stress points and ask what support they may need.
• Establish or confirm a communication and feedback plan, ensuring regular touchpoints are clearly defined.
• Get these meetings on the calendar for the year.
This isn’t a new concept. For most people, if it isn’t on the calendar, it simply won’t happen. HR often drives the annual review process, and we comply. Many managers want to do more, but it’s easy to think, “I meet with my employees regularly.” Those meetings are often focused on required activities or initiatives.
We need intentional space to connect. Even 15 minutes once a month as a check-in, with the option for additional time if needed, can make a meaningful difference.
Note to take care:
Be mindful not to imply guarantees around promotions, raises, or role changes. Career conversations should focus on development, skill building, and readiness, while acknowledging that opportunities depend on business needs and timing.
2. Review job descriptions together
Ask team members to review their current job descriptions and reflect on whether they accurately represent what they actually do. This exercise often reveals gaps, outdated expectations, or areas that need clarification.
Job descriptions will never be perfect, but they help define roles more clearly, give employees a way to measure success, and ensure responsibilities are covered. Sometimes important tasks are not formally assigned to any role. Someone takes initiative and handles them until they leave. If the knowledge is not transferred, problems arise when the task is forgotten or needed but not completed.
HR should create and own the format, structure, and standard sections of all job descriptions. This includes ensuring consistency across the company in areas such as:
• The “About the Company” or equivalent overview section
• Standard disclaimers stating that the job description is not intended to be a complete list of all duties and responsibilities
The wording of these sections should be written by HR, in partnership with Marketing where appropriate, and used consistently across all job descriptions. No matter how carefully a role is documented, something will inevitably be forgotten or change over time.
Managers and team members should focus their input on the substance of the role, including:
• Clearly defining duties and responsibilities
• Identifying the skills and capabilities needed to perform the role successfully
• Clearly distinguishing between required qualifications and preferred qualifications, without mixing the two
Clear separation of required versus preferred criteria helps set realistic expectations, supports equitable hiring and development decisions, and reduces confusion for both employees and candidates.
Note to take care:
Ensure all job description updates are reviewed and approved through HR to maintain consistency, equity, and alignment with company standards.
3. Revisit company goals and mission
Review the organization’s goals, mission, and expectations as they exist today. Share these with your team and discuss how your department can best align with and support them.
Too often, company mission statements and values are created in executive meetings, posted on a website or office wall, and then largely forgotten. When they are authentic and actively used, mission and values can be powerful differentiators.
Use them as a directional focus for your team. Talk about how they influence decision-making, department priorities, and daily work. Help your team understand the company’s “north star.”
Note to take care:
Reinforce that goals and priorities may evolve as business conditions change. Avoid positioning mission or strategy discussions as fixed commitments that cannot shift.
4. Discuss company and department priorities for 2026
Share how you see priorities taking shape and invite conversation about how the team’s work supports them.
Are changes coming? Talk about client priorities and how your industry may be impacted by the evolving business climate. Consider topics such as AI. It will impact everyone’s job. It can be a powerful tool or a path to mediocrity, depending on how it is used.
How will your clients be affected by market shifts? What does that mean for your company and your team? New laws and regulations will also create both challenges and opportunities. Invite your team’s thoughts and concerns.
Note to take care:
Share what you know and are able to share and avoid speculation or unverified information. Be clear about what is known, what is still evolving, and what cannot yet be shared.
5. Assess your team’s readiness
This is a critical responsibility for all leaders. Look at your market, your company, and your team.
Are there upcoming software changes, acquisitions, divestitures, or potential leadership changes? Take an honest look at your staff and consider whether future needs and expectations are covered. Do you need to upskill an individual or the entire team to prepare for what is ahead?
Note to take care:
Frame readiness conversations around growth and adaptability, not deficiency. Be careful that assessments do not feel punitive or personal.
6. Plan for staffing changes and bench strength
Consider whether new roles may be needed due to growth, promotions, or relocations. Think through how you would fill any openings and connect early with HR or recruitment partners to ensure continuity and alignment with workforce plans.
HR should partner with leaders on role design, posting formats, and compliance requirements. As with job descriptions, HR should maintain consistency in how roles are defined and communicated across the organization.
Think about bench strength in terms of skills, readiness, and development, rather than named successors. Focus on identifying capability gaps and creating opportunities for exposure, stretch assignments, and learning that build preparedness over time.
Bench planning should:
• Be aligned with HR processes and succession planning guidelines
• Focus on development and readiness, not guarantees or promises
• Ensure opportunities for growth and visibility are equitable and transparent
Note to take care:
Avoid labeling individuals as successors or creating expectations of promotion. All staffing and succession discussions should be coordinated with HR to ensure fairness, consistency, and alignment with company policy.
If you want a manager checklist, email info@nwpasco.com with manager checklist in the subject line, and we’ll send you a manager checklist that goes along with this.