The New Year is a great firebreak for leadership. It’s a natural time to not only assess where you have been, but to look forward to where you might go. In business we find easy measurements for the past—the balance sheet, our final numbers from December 31, provide a picture of what our organization accomplished in the previous year. Looking ahead, we can add forecasts and projections. But to that we might also look to some ways we can improve our own leadership acumen in the coming months.

Consider three challenges to lead forward in the new year:

Tackle the difficult. If the pandemic taught us anything, it’s that we will face difficult decisions as leaders. Learn how to lean in to conversations about tough topics, rather than avoiding them. Consider that your goal is likely not to get things “back to the way they were”, but rather to adapt to hard changes. There will be an ongoing cultural dialog on issues like race, gender, equality, justice, social issues and more as we move forward—it’s unlikely these will not touch your workplace. Be ready with a listening ear, and build trust among your coworkers so that you can handle difficult conversations openly and honestly as they come.

Integrate virtual leadership. We’re all tired of communicating through screens over the last few years in a Brady Bunch block of squares. But Zooming has become a part of business for most organizations. Even those that are fully in-person again will have a screen in the corner to accommodate employees or others who are out of town, or unable to attend in person. Resolve to hone your online leadership this year. Leading virtually means extending some level of trust and independence, and finding new ways to motivate, engage and bring accountability. In both our workforce and our customer bases, a more hybrid approach is the future, with some virtual elements remaining and being utilized. Conduct yourself virtually with composure and professionalism. Look for ways to make virtual engagements more personal and direct. 

Deepen your bench. Many organizations are suffering from thinner staffs and a more challenging hiring environment. The new year is an opportunity to consider more cross-training and increasing the capacity of current employees to take on multiple responsibilities or expand into new areas. Look at your direct reports and peers, and think about how you can expand their abilities to cover for openings in your team. Encourage professional development that helps both your employees grow their jobs and your organization grow its bench.