New Year Resolutions for Managers: What If We Stopped Trying to Fix Everything in January?

January: The Month of Assessments... and Regrets

The beginning of the year is often a moment of clarity for managers. We look back at the year that's ending, think about situations experienced, emergencies managed, files postponed.

And almost always, the same phrases come back.

The Phrases We Hear (and Tell Ourselves) Every Year

"I should have..."

• I should have intervened earlier in that conflict.
• I should have better managed that delicate situation.
• I should have documented certain HR decisions more thoroughly.
• I should have structured our OHS approach before being under pressure.
• I should have taken Law 25 more seriously from the start.

"I should..."

• I should take the pulse of the work climate.
• I should better equip my managers.
• I should clarify our HR practices.
• I should be more structured in OHS.
• I should make sure we're really compliant with Law 25.

The word "should" is revealing. It often reflects internal pressure, without a clear plan to move into action.

The Most Common Resolutions Among Managers

Human Resources

At the beginning of the year, many managers want to:

• improve communication with their teams;
• clarify expectations and roles;
• prevent conflicts rather than manage them in crisis mode;
• base decisions on more than just impressions.

Often, the goal is not to "do more HR," but to feel more in control and more consistent in people-related decisions.

Occupational Health and Safety (OHS)

On the OHS side, resolutions tend to be similar:

• structure or update the OHS action plan;
• move from a reactive to a preventive approach;
• be better prepared in case of an inspection or incident;
• clarify who does what, and when.

Many managers simply want to avoid unpleasant surprises.

Protection of Personal Information (Law 25)

When it comes to Law 25, intentions are clear:

• truly understand where the organization stands;
• secure practices, not just documents;
• avoid blind spots (access, suppliers, incidents);
• reduce anxiety related to compliance.

Here, the fear of "not being ready" is very present, even among well-intentioned organizations.

Why These Resolutions Matter (and Feel Uncomfortable)

These resolutions are not trivial. They directly affect:

• people's health and well-being;
• the manager's credibility;
• the quality of decisions;
• the prevention of human, organizational, and reputational risks.

Postponing them does not make them disappear. More often than not, they resurface as: emergencies, complaints, incidents, or crises managed on the fly.

The Classic Trap: Trying to Fix Everything at Once

And that's where the trap closes.

We tell ourselves:

• This year, I'll update everything.
• I'll fix HR, OHS, and Law 25.
• I'll finally be up to date on everything.

It's exactly like the person who:

• takes a year-long gym membership,
• buys the shoes, clothes, and accessories,
• goes on January 2nd and 3rd,
• then never sets foot there again.

Too Many Resolutions Is Often the Best Way to Change Nothing

In management, trying to transform everything at once often leads to:

• burnout;
• procrastination;
• the feeling of never doing enough;
• the quiet abandonment of good intentions.

Motivation does not survive complexity.

The Real Key: Choose ONE Resolution... But the Right One

Rather than fixing everything, ask yourself this simple question:

What is THE thing that, if it really moved forward this year, would make the biggest difference?

One single resolution:

• clear;
• realistic;
• aligned with your reality;
• supported by concrete actions.

One well-chosen resolution often creates a positive domino effect.