No New Year's resolutions as a leader this year. And that's not laziness.

Delegate more.

Listen better.

Micromanage less.

Giving more feedback.

Sound familiar? As a leader, you've probably already jotted down a few — or at least thought about them.

Still, I want to suggest something different this year:

don't make any New Year's resolutions as a leader.

Not because growth isn't important. On the contrary.

But because the classic idea of New Year's resolutions often takes us further away from true leadership, rather than closer to it.

The problem with resolutions

Resolutions are usually based on a snapshot in time: January 1, fresh courage, new energy. We formulate them rationally, but expect to maintain them emotionally and behaviorally.

Science is quite clear on this. Research on behavioral change shows that motivation on willpower alone is rarely sustainable (Baumeister & Tierney, Willpower). The more concrete and ambitious the resolution, the greater the chance that it will fail as soon as daily reality strikes again.

For leaders, this effect is even stronger. Why?

• Leadership is context-driven: what works in January does not necessarily work in March.
• Leadership is relational: your behavior is constantly influenced by others.
• Leadership is complex: there is rarely one right answer or fixed pattern.

A resolution such as “I'm going to lead more by coaching this year” sounds nice, but often fails as soon as the pressure mounts, deadlines approach, or tensions rise.

Not because you don't mean it.

But because leadershipis not a checklist.

Good intentions create a false ideal

Good intentions suggest that leadership is something you can do “right” if you have enough discipline.

When intentions feel like something you have to do, they often backfire. They reinforce:

• guilt (“I'm not doing it right again”),
• self-criticism (“I'm not good at this anyway”)
• and sometimes even avoidance behavior.

These are not exactly the ingredients for powerful leadership.

So what is?

Not making good intentions does not mean you are standing still. It means you are starting from a different place.

Three alternatives that do work:

1. Work with questions instead of intentions

Questions keep space open. They invite reflection, not perfection.

For example:

• What does this context require of me as a leader today?
• When am I at my best in difficult conversations?
• What am I already doing well that I can continue to do?

Questions activate curiosity — and that is a much stronger driver for learning than discipline.

2. Look at patterns, not goals

Behavioral science shows that small, repeated patterns have more impact than big goals (James Clear, Atomic Habits).

Not: “I want to be a better leader.”

But: “What do I do systematically under pressure?”

And: “What is one micro-adjustment that is achievable?”

Leadership is often in the details: asking one more question, allowing one moment of silence, making one decision more explicit.

3. Anchor growth in dialogue

Leadership does not develop in isolation. Feedback, mirrors, and conversations are crucial. Not as an annual evaluation, but as an ongoing dialogue.

Those who anchor growth in interaction do not need to “stick to” their resolutions. Behavior evolves naturally with reality.

A different kind of start to the year

Perhaps the beginning of a new year is not a time to reinvent yourself, but to become more aware of who you already are as a leader.

Not more perfect.

But more conscious.

At Stanwick, we believe that strong leadership does not come from lists, but from insight, practice, and the courage to keep looking. Even — and perhaps especially — when there are no resolutions on paper.

So this year:

no resolutions.

Just better questions.

Curious about how we help leaders grow without resorting to resolutions? Discover our leadership offerings op de Stanwick Academy website.