Finish the Year with Decisions, Not Loose Ends

December often feels quieter on the surface, but mentally it is one of the busiest times of the year for leaders. Projects are still open, people are preparing for time off, and attention starts shifting to what comes next. What gets overlooked is how much unfinished thinking teams carry into January.

Loose ends are rarely about unfinished tasks. They are usually about unfinished decisions.

When teams enter the new year without clear decisions, they spend valuable time revisiting conversations, rehashing options, and reopening questions that should have been settled earlier. That delay shows up as slow momentum, unnecessary meetings, and frustration for everyone involved.

Strong Q1 execution depends on what leaders choose to close out before the year ends.

Why unresolved decisions create drag in January

When decisions are left open, teams fill the gaps in different ways. Some move ahead based on assumptions. Others wait for direction. Neither approach creates alignment. The result is uneven progress and leaders carrying the mental burden of reconnecting everyone to the same page.

Common year-end loose ends include:

• Projects that are “mostly decided” but never formally confirmed
• Ownership that feels implied rather than explicit
• Priorities that shifted but were never clearly communicated
• Work that paused without a clear restart plan

Each of these creates hesitation when teams return.

What happens when leaders avoid closing decisions

When decisions stay open, teams do not remain neutral. They compensate. Some people move forward based on assumptions, others slow down to avoid risk, and a few wait for confirmation that never comes. Over time, these different responses create misalignment that leaders only notice once progress starts to slip.

Unclosed decisions also increase cognitive load for leaders. Instead of starting Q1 focused on execution, leaders carry the mental weight of reconnecting past conversations, reexplaining context, and reopening discussions that should have been settled. This drains energy and delays momentum at the exact moment teams need direction.

Closing decisions before the year ends protects focus. It gives teams a shared understanding of direction and gives leaders the space to lead forward rather than rewind.

Close decisions where you can, document the rest

Not every decision needs to be finalized before the holidays, but every open item should be acknowledged. Leaders can reduce January friction by doing two things well:

First, close the decisions that are ready. Confirm direction, ownership, and next steps even if execution begins later.

Second, document what remains open. Capture what still needs to be decided, who will decide it, and when it will be addressed. This gives teams confidence that nothing has been forgotten.

Focus on clarity, not perfection

Year-end planning does not require a full strategic overhaul. It requires clarity at the operational level.

Teams need to know:

• What continues into Q1
• What pauses
• What decisions are already made
• What will be addressed first

Clear answers reduce second-guessing and allow people to re-engage quickly after the break.

How this ties to the work I do

This decision-closing discipline is a core part of how I support operational teams. Through practical project management training and facilitated working sessions, I help leaders create structure, clarify ownership, and strengthen execution. The goal is always the same: reduce noise, increase confidence, and help teams move forward with intention.

As the year wraps up, consider what decisions your team is still carrying. Closing even a few of them now can dramatically improve how your team starts 2026.

At The Soomitz Group, our practical workshops focus on project management techniques that operational teams can use to deliver on their critical initiatives.

If your team needs help closing out the year with clarity and setting up a focused Q1, feel free to connect with me.

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