Scroll TikTok or Instagram in early January and you will see the same theme on repeat: people loved the slower pace, then work came back like a jump scare.
That reaction is not “laziness”. The break gives people something rare: space. Space to notice what energised them, what drained them, and what they do not want to repeat this year. Many return with a quiet question humming in the background:
“What do I want my work and my life to look like this year?”
As a leader, what you do in the first month can either turn that reflection into momentum, or spike unnecessary stress and push people into disengagement (or a resignation draft sitting in Notes).
Burnout already sits high on the radar. Beyond Blue reported that nearly half of people in its community poll experienced burnout in the last year. So plenty of people return to work already stretched, not floating back in on a wellness cloud.
January gives you a chance to lead differently. Lead like a coach.
Why January feels so loaded for staff
Three things collide at once:
- Contrast shock
People go from family time, flexible mornings, and fewer demands to instant urgency. - Fresh-year thinking
People want change. They want new habits. They want progress. They also want proof they will not burn themselves out again. - Uncertainty spikes stress
When leaders stay vague about goals, hiring, restructures, or priorities, people fill the gaps with worry.
Your job in January is not to hype people up. Your job is to reduce uncertainty, protect capacity, and create clear, calm conversations.
Lead like a coach this year (and why it works)
A coach does not “motivate” people into performance. A coach:
- sets a clear goal
- checks what is getting in the way
- builds skill and confidence through feedback
- removes obstacles
- tracks progress without shaming people for being human
Workplace coaching has a strong evidence base. A 2023 meta-analysis reported that workplace coaching shows positive organisational outcomes, and it supports improvements like goal attainment, wellbeing, and learning.
When you lead like a coach, you do not just make people feel better. You improve how they perform because you make the work clearer, more achievable, and more sustainable.
The leadership rule for January: listen more than you speak
If you do one thing well this month, do this: create space to listen.
Leaders often return with a pre-written plan, then talk at people until they nod. That approach turns January reflection into January dread.
Aim for a simple ratio in your early conversations:
- 70% listening
- 30% talking
You do not need a three-hour offsite. You need a repeatable rhythm.
The “soft return” plan: slow release, strong year
Week 1: stabilise, don’t sprint
Your team needs a runway, not a shove.
Do:
- Keep Week 1 light on meetings. Protect mornings for catch-up and deep work.
- Set a triage rule: only true priorities make the list.
- Give people permission to clear backlog before you add new work.
Don’t:
- Drop new KPIs on Day 1.
- Announce “big goals” without giving people time to get steady.
- Book wall-to-wall meetings “to align”. That usually un-aligns everyone.
Coach-style leader message (Day 1):
“Welcome back. This week is a soft return. Focus on getting steady and clearing backlog. We’ll confirm our top three priorities by Wednesday, then we’ll build a realistic plan from there.”
Week 2: reset and share your reflections
Time off often gives leaders ideas. If you keep those reflections in your head, your team guesses. Guessing creates stress.
Share a short update:
- what you want to do more of this year
- what you want to stop doing
- what will not change (stability matters)
- what might change, plus when you will confirm details
Keep it brief. Keep it specific. Keep it real.
Week 3: open the door to career conversations
January triggers career reflection. Many people want a second chance, a new opportunity, or a clearer pathway. If you do not offer a channel for that, people take the conversation elsewhere, often to recruiters.
Offer a short 20-minute career check-in with three questions:
- What do you want more of this year?
- What do you want less of?
- What would make you proud by June?
Then act like a coach. Listen, clarify, and agree one development step that feels doable.
This “early contact” principle matters in other high-stakes contexts too. NSW SIRA summarises evidence that early, supportive employer contact improves return-to-work outcomes, including for psychological claims. The lesson applies in January: early supportive contact improves confidence and re-engagement.
Week 4: clarify goals, roles, and change early
Ambiguity fuels stress. Clarity lowers it.
By the end of January, every person should know:
- the top priorities for the quarter
- what “good” looks like in their role
- how to raise workload risk early
- what support exists if work becomes unmanageable
- what changes might be coming, with timelines
If you operate in Victoria, remember that expectations around managing psychological health at work have sharpened. The Occupational Health and Safety (Psychological Health) Regulations 2025 commenced on 1 December 2025. Clear goals and early, respectful conversations reduce risk and help people perform.
How to run career conversations without making it awkward
People fear two things:
- “If I say I want change, will you punish me?”
- “If I say I’m overloaded, will you label me as not coping?”
So you set safety first.
Start with this:
“This is a career conversation, not a performance review. I want to understand what a good year looks like for you and how we can make your role sustainable.”
Then ask:
- “What work gave you energy last year?”
- “What work drained you?”
- “What skill do you want to build this year?”
- “What would make this year unmanageable, and what would help?”
Close with clarity:
“Here’s what I heard. Here’s what I can commit to. Here’s what I cannot promise today, and when I will come back to you.”
That is coaching leadership in action: clarity, accountability, and care.
The point of January is not pressure. It’s possibility.
The beginning of the year gives you a rare opportunity to offer your team new opportunities, second chances, and a genuine runway to go above and beyond.
But people only “go above and beyond” when leaders create the conditions for it:
- realistic priorities
- psychological safety
- coaching-style feedback
- space to grow without fear
If you do not have the capacity to lead like a coach right now, do not fake it. Bring in support.
Consider embedding a coach in your business for key leaders who want to improve and grow, especially during Q1 when habits form fast and culture gets tested. Coaching can lift learning, wellbeing, and goal attainment in organisational settings, and it gives leaders a structure to lead better without burning out themselves.
At ASPL we offer a wide range of executive coaching, wellbeing coaching and psychological support services to help you bring your coaching dreams to life.
January will happen either way. You can use it as a stress amplifier, or you can use it as a reset that sets your team up for a stronger year.