Welcome to 2026.
By now, the initial burst of New Year’s optimism is perhaps already meeting the friction of reality. The inbox is full, the Q1 targets are looming, and those vague resolutions to "be more strategic" or "improve culture" already feel like distant wishes.
There is a reason why standard resolutions fail almost immediately in a high-stakes leadership environment. As James Clear, author of Atomic Habits, famously notes: "You do not rise to the level of your goals. You fall to the level of your systems."
Resolutions are aspirations. What you need for 2026 is an architecture.
This year, I challenge you to try a different approach. Don't just turn the calendar page. Instead, treat January 2026 as if you have just been hired into a brand-new role, even if you are sitting in the exact same chair you occupied in December.
It is time to "re-onboard" yourself.
To do this effectively, we can synthesize Michael D. Watkins’ transition framework with insights from behavioral science and executive coaching. Here is how to navigate your first 90 days of 2026.
1. The Science of the "Fresh Start"
Why do this now? Behavioral scientist Katy Milkman (Wharton) coined the term "The Fresh Start Effect." Her research shows that temporal landmarks, like the start of a new year, allow us to psychologically separate our current selves from our past failures.
However, a fresh start is only an opportunity; it is not a strategy. To capitalise on this psychological window, you must do more than just "try harder." You need a rigorous transition plan.
2. The Mental Shift: "Promote Yourself"
Watkins argues that the primary reason leaders stumble is that they "stick with what they know." They rely on the habits that made them successful in the past.
This echoes the legendary executive coach Marshall Goldsmith’s principle: What got you here, won’t get you there. The behaviors that helped you survive 2025 (perhaps hyper-vigilance or micromanagement) might be the exact anchors dragging you down in 2026.
A Coaching Challenge: If you were an external CEO hired today to replace you, what is the very first thing you would change that you are currently tolerating?
3. Stop Assuming, Start Diagnosing: The STARS Model
A critical trap for incumbent leaders is assuming they already know what the problems are. We confuse familiarity with clarity.
In a true transition, a leader must diagnose the situation accurately. Watkins offers the STARS model to categorize your challenges. Which scenario best describes your core responsibilities for 2026?
- Start-up: Launching a new initiative/product.
- Turnaround: Saving a failing project.
- Accelerated Growth: Scaling what works.
- Realignment: Revitalising a drifting team.
- Sustaining Success: Keeping the engine running.
Critical Insight: You cannot apply a "Turnaround" strategy (heavy intervention) to a "Sustaining Success" situation (gentle guidance).
A Coaching Challenge: Look at your top three priorities for Q1. Label each with a STARS category. Are you using a sledgehammer where you need a scalpel?
4. The Discipline of Less (Essentialism)
During your "re-onboarding," you will face the temptation to add more to your plate. However, as Greg McKeown writes in Essentialism, if you don't prioritise your life, someone else will.
Your first 30 days should be about subtraction, not just addition. A true strategic reset requires identifying the "trivial many" activities from 2025 that you can eliminate to focus on the "vital few" of 2026.
5. Your 2026 Re-Onboarding Roadmap
Instead of a to-do list, structure your first quarter around phases of inquiry and alignment:
Days 1–30: The Learning Agenda (Diagnosis) Resist the urge to execute immediately. Even though you know your team, conduct a "listening tour."
- The "Outsight" Principle: Leadership expert Herminia Ibarra suggests you need "outsight", fresh external perspectives, to change your mindset. Don't just talk to your direct reports; talk to customers and peers you rarely see.
- Goal: A written diagnosis of your 2026 context, stripped of 2025 assumptions.
Days 31–60: Securing Wins & Alignment Watkins emphasizes reaching the "breakeven point", where you contribute more value than you consume, quickly. Launch pilots for your early wins.
- Goal: Two visible wins and re-validated expectations with senior stakeholders.
Days 61–90: Strategy & Structure Only now should you solidify long-term strategy. By day 90, you should have clarity on whether your team has the necessary skills and the right cultural alignment.
- Goal: A validated strategic plan for Q2–Q4.
The Final Reflection
The difference between a resolution and a transition plan is the difference between hoping for a better year and architecting one.
By stepping back to basics and treating the start of 2026 with the seriousness of a new role, you move from reactive management to intentional leadership.
As you look at the next 90 days, the ultimate coaching question is this: Are you prepared to let go of the leader you were in 2025 to become the leader your organisation needs in 2026?
Michael D. Watkins (The First 90 Days)
Marshall Goldsmith (What Got You Here Won't Get You There) – To reinforce the behavioral difficulty of "letting go" of 2025.
James Clear (Atomic Habits) – To provide the "systems vs. goals" argument against resolutions.
Katy Milkman (Wharton Professor/ How to Change) – To validate the science of the "Fresh Start Effect" (why January matters).
Greg McKeown (Essentialism) – To sharpen the "Diagnosis" phase (the disciplined pursuit of less).
