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At the start of a new year, leaders are often encouraged to set goals, define priorities, and commit to new initiatives. But just as important – and usually much harder – is deciding what not to do. Time, attention, and energy are limited. Every activity you continue is a choice, even if it feels automatic or inherited from the past. Choosing to stop, pause, or narrow your focus is not a failure; it is a core leadership responsibility. Done well, it creates space for your team to focus on what really matters and to do that work well.
The questions below are designed to help you and your team think clearly and honestly about where to focus in the year ahead, and where letting go may be the most responsible choice.
Team reflection: questions to explore together
These questions work best when discussed openly as a team, to learn rather than blame. They are about noticing patterns and trade-offs, not assigning fault.
1. What felt unnecessarily hard last year?
The work we do in conservation is inherently challenging. This question is meant to identify challenging areas that drain energy without delivering equivalent value.
You might explore:
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Where did work feel more complicated than it needed to be?
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What took far more time or coordination than expected?
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Which processes or routines regularly caused frustration or delays?
To think more deeply, ask:
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What made this hard – was it the task itself, or how we were doing it?
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If we were designing this from scratch today, would we do it the same way?
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Who carries most of the burden of this work?
Example: A team spent significant time producing detailed monthly reports for multiple audiences. Over time, it became clear that few people were using them, and key decisions were not influenced by the level of detail provided. The work continued largely because “it’s what we’ve always done.” The question is, should they keep doing them? Or, can they take a different approach that takes less of their time and is more useful to their stakeholders?
2. Where did our team’s time bring the least impact?
This question helps separate effort from impact. Busy teams can invest heavily in work that feels productive but does not meaningfully advance their goals.
You might explore:
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Where did we have the greatest impact?
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Where didn’t we?
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Which activities absorbed disproportionate time or resources?
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Where did outcomes consistently fall short of expectations?
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What looked good on paper but made little difference in practice?
To probe further, ask:
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Is this clearly linked to our strategy or priorities?
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Who actually benefits from this work?
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What would realistically happen if we stopped or scaled this back?
Example: A team, at the insistence of a board member, invested significant time and budget in a high-profile communications effort, hosting top local journalists and spending thousands of dollars on accommodation, travel etc. Although well executed, it did not lead to greater visibility or improved funding outcomes. Unfortunately, many of the journalists enjoyed the free trip, but were not particularly interested in conservation or environmental work.
3. What do we not have the capacity to do well this year?
Capacity is not just about headcount – it includes skills, leadership attention, emotional bandwidth, and competing demands. Trying to do too much often results in doing too little well.
You might explore:
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Where are we stretched thin or constantly firefighting?
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Which commitments rely on a small number of people carrying too much?
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What is at risk of being done superficially rather than properly?
To think more clearly, ask:
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If everything stayed as it is, where would quality suffer?
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What would we need in place to do this well – and do we realistically have that?
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Is this the right time for this work, even if it matters?
Example: A team committed to launching a new initiative while already managing growth, reporting demands, and leadership transitions. In practice, the new work competed with core responsibilities and created ongoing stress without sufficient progress.
Personal reflection: questions to consider individually
These questions can be reflected on alone or discussed with a supervisor. They are about personal leadership choices and boundaries.
4. What am I personally holding onto that may no longer be the best use of my time?
As leaders, it can be hard to let go of work we are good at, enjoy, or feel responsible for – even when it limits our effectiveness elsewhere.
You might reflect on:
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What do I continue to do because it feels safer or familiar?
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Where am I stepping in by default rather than by necessity?
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What could others do, or learn to do, if I created space?
Example: A leader loves working directly with communities and continues to spend significant time in the field facilitating governance workshops, even as their role increasingly requires stepping back to focus on strategy, mentoring senior staff, and building external relationships.
5. What would become possible if I made one clear decision to stop, pause, or simplify?
This question invites you to look forward, not just back. Letting go is meaningful when it creates space for something more important.
You might explore:
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What would this free up (e.g. time, energy, attention)?
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What would I choose to invest that space in instead?
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What support or conversations would be needed to make this decision stick?
Example: By pausing participation in multiple overlapping working groups, a leader was able to focus more fully on one critical partnership and support their team more consistently.
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