Embracing the Fourth Quarter: Focus, Structure and Strategic Development for Long-Term Success
Corlinda Wooden, President, Wooden Consulting
As we approach the final stretch of the year, it’s natural to reflect on what has been achieved and what still needs attention. The fourth quarter is a crucial time for businesses, especially when it comes to leadership and employee engagement. It's the season to double down on efforts, align goals for the upcoming year, and complete those all-important employee reviews. To support you and your organization, let’s explore how to make the most of this period by focusing on three key themes that can drive success.
Never Question Time Spent on People
In the hustle of the fourth quarter, it’s easy to get caught up in deadlines, metrics, and the rush to wrap up the year. However, it’s critical to remember that people are at the heart of every organization. When leaders prioritize their team’s development, engagement and well-being, they’re not just checking off a to-do list—they’re investing in the long-term success of the company.
Gallup research shows that organizations with highly engaged employees outperform their peers by 147% in earnings per share, underlining the importance of prioritizing people. Moreover, emotionally intelligent leaders, as demonstrated by Daniel Goleman’s research on Emotional Intelligence, tend to foster higher-performing teams. Goleman emphasizes that leaders who are aware of and manage their emotions effectively can significantly enhance employee engagement and productivity.
As we navigate through the end of the year and juggle multiple priorities, the time spent coaching, mentoring and supporting your team should never be questioned. This is the time to ensure your employees feel valued and heard, which in turn will boost morale and productivity as they head into the next year.
Structure is Sexy: The Power of Organized Leadership
There’s a certain appeal in a well-organized, structured approach to leadership—especially as we gear up for the year-end reviews and planning. “Structure is sexy” isn’t just a catchy phrase; it’s a reminder that a well-planned, disciplined approach to leadership is both effective and engaging. Employees thrive when they know what is expected of them and when they can see a clear path forward.
One of the most significant challenges facing leaders today is retaining top talent. However, this is an area where consistent development and structured coaching can make a significant impact. The Hawthorne Effect, first identified by Mayo in 1933, shows that employees perform better when they feel observed and valued. This just goes to show that some things are tried-and-true. Regular coaching sessions and check-ins provide structure and a sense of being recognized, which enhances employee engagement.
Furthermore, McKinsey’s Organizational Health Index reveals that companies with clear structures and leadership processes outperform their peers by threefold in productivity and performance. Structured leadership not only strengthens your team but also makes your organization more resilient to changes and challenges.
So, as you enter the fourth quarter, think about how you can tighten up your processes, create more structure in your coaching and development programs, and provide your team with the clarity they need to succeed. For example, take time to schedule – and keep – your monthly one-on-one coaching sessions with each employee. Discuss next year’s development plans and promote individualized approaches for each person. Find ways to engage employees with team meetings that encourage camaraderie and collaboration while still getting work done. Make coaching a non-negotiable part of your leadership strategy, using it to develop skills and reinforce the company’s commitment to its people.
Goal Planning for the Coming Year & Completion of Employee Reviews
The fourth quarter is not just about closing the books for the current year; it’s about setting the stage for the year ahead. Goal planning is essential, and it should be done with both the organization’s objectives and individual employee aspirations in mind. Use the insights gained from employee reviews to inform your goal-setting process. This is the time to align personal development goals with the broader company strategy, ensuring everyone is moving in the same direction.
Locke and Latham’s Goal-Setting Theory from 1990, another oldie but goodie, found that specific, challenging goals lead to higher performance levels than vague or easy goals. This insight is crucial for leaders conducting employee reviews, as it demonstrates that well-defined goals can significantly enhance both individual and organizational performance.
Additionally, Harvard Business Review highlights that performance reviews are more than just evaluative—they are a critical tool for growth when tied to meaningful developmental goals. This reinforces the idea that completion of employee reviews should be more than just a checking-off-the-box exercise. Done right, these reviews can set the tone for a productive and fulfilling year ahead.
As the year draws to a close, it’s vital to focus on the things that matter most: your people, processes and plans for the future. By prioritizing structured coaching, consistent development, and strategic goal planning, you can enter the new year with confidence and clarity. Remember, the time spent on your team is never wasted—it’s an investment in the continued success of your organization. So, as you navigate the fourth quarter, keep in mind that structure is not only necessary; it’s empowering, and it sets the stage for lasting achievement.
Your leadership in these final months will not only close out this year on a high note but will also lay the groundwork for a successful and productive year ahead. Don’t wait—make the fourth quarter count!
References:
Gallup. (2017). State of the American Workplace.
Goleman, D. (1998). Working with Emotional Intelligence.
Mayo, E. (1933). The Human Problems of an Industrial Civilization.
McKinsey & Company. (2016). Organizational Health Index.
Locke, E. A., & Latham, G. P. (1990). A Theory of Goal Setting and Task Performance.
Harvard Business Review. (2020). The Performance Management Revolution.
