You Say You Want a Resolution
Ah, January – that magical time of year when we all suddenly believe we're capable of transforming into Olympic athletes, master chefs, and polyglots... by February. I'm personally guilty of writing enough ambitious New Year's resolutions to fill a small library, most of which had the life expectancy of a snowman in Miami.
We're all familiar with this dance in the ambitious realm of leadership and personal development. Leaders worldwide (including myself) engage in the time-honored tradition of setting grandiose New Year's resolutions, often with the same results: By Valentine's Day, these bold declarations are gathering dust alongside that fancy juice cleanse kit and the meditation app subscription we swore we'd use daily.
The problem isn't with goal-setting itself but rather with our wonderfully human tendency to believe that this year – no, really, THIS year – we'll completely revolutionize our lives through sheer force of will. As Oliver Burkeman points out in "Four Thousand Weeks" (spoiler alert: that's how many weeks we get if we're lucky), we often fall into the trap of viewing time management and personal improvement as a conquest to be won rather than a reality to be embraced. This mindset leads to what he calls "productivity porn" – the endless pursuit of transformative systems that promise to turn us into superhuman versions of ourselves overnight. (I am still waiting for my cape to be worn.)
Instead of these sweeping proclamations (like my personal favorite, answering all emails within 24 hours), effective leaders are learning to embrace what Burkeman terms "radical doability"—the counterintuitive approach of thinking smaller rather than bigger. This concept suggests that the path to significant achievement lies not in revolutionary changes but in modest, achievable steps that accumulate over time.
Consider a CEO who wants to improve their company's innovation culture. Rather than declaring a complete organizational overhaul (queue the employee eye roll), they might begin by dedicating just 15 minutes of each leadership meeting to discussing new ideas. This small, doable commitment is more likely to stick and, over time, can catalyze broader cultural changes.
This approach aligns with James Clear's concept of atomic habits, where tiny changes compound into remarkable results. The power lies not in the magnitude of each step but in the consistency of taking them. A leader who commits to reading one article about their industry each morning will likely achieve more lasting growth than one who pledges to read 50 business books in a year.
Moreover, a crucial shift is needed in how we approach personal development. The traditional resolution-setting model often focuses on fixing weaknesses, such as poor time management, inadequate networking skills, or communication deficits. While addressing significant weaknesses is essential, research from positive psychology suggests that individuals and organizations achieve better results when they primarily focus on leveraging and enhancing their existing strengths.
This strength-based approach doesn't mean ignoring weaknesses entirely. Instead, it suggests that leaders should allocate their energy more strategically. If you're naturally skilled at building relationships, perhaps your resolution should focus on deepening these connections rather than forcing yourself to become a master of spreadsheets. The latter might still need attention, but it shouldn't be the primary focus of your development efforts.
The key is establishing what management expert Peter Drucker called "purposeful abandonment"—the deliberate choice to focus on fewer, more meaningful objectives rather than trying to improve everything simultaneously. This approach requires honest self-reflection and the courage to reject good ideas in favor of pursuing great ones.
As we navigate our professional journeys, the most sustainable path forward isn't through dramatic transformations but through what author Cal Newport calls "deep work" – the patient, consistent application of effort in areas where we can make the most impact. This might mean setting quarterly mini-goals instead of annual resolutions or choosing to excel in three key areas rather than attempting to be good at everything. (And yes, scrolling through social media for hours while claiming to be "researching market trends" doesn't count as deep work).
The Beatles might have sung, "You say you want a revolution," but in personal and professional development, we really need evolution – steady, intentional progress built on small wins and authentic strengths. By embracing radical doability and focusing on continuous improvement in areas where we already show promise, we can create lasting change that doesn't require a new resolution every January. And hey, if we happen to learn the dobro along the way, consider it a bonus.
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