As September begins, everyone is talking about fresh starts and new beginnings. With the energy of a “second New Year” in the air, it's a time when many professionals feel a renewed sense of focus and purpose. It’s also one of the busiest times of the year for recruitment. With quarter four on the horizon, it's a strategic moment for organisations to reflect on team structures and consider new opportunities for growth. This period is not only a prime time for attracting top talent but also an excellent time for professionals to reassess their career paths and consider new opportunities.
For senior finance professionals, CFOs, and CEOs, September represents more than just a busy season—it’s a natural point in the year to reset and realign both personal and professional goals. After the summer, many of us experience a renewed energy similar to a “second New Year.” It’s an opportunity to take stock of achievements, reassess priorities, and set a clear direction for the rest of the year. This includes thinking proactively about talent retention. Are your key team members engaged and motivated? Are there opportunities for growth and development within your organisation that can keep your top performers inspired and committed?
As a recruiter, I would much rather make a call and hear that someone is happy and fulfilled in their current role than discover they are considering a change. September is a natural time for people to reflect on their careers, and with the busy recruitment season, some may be tempted by new roles that seem attractive but may not be the best fit for the long term. It's important for leaders to ensure their teams feel valued, engaged, and supported, to avoid losing talent to opportunities that might ultimately not align with their career aspirations or organisational culture.
Reflecting on these themes, the article "How Will You Measure Your Life?" by Clayton M. Christensen, published in the Harvard Business Review, offers valuable insights. Christensen, a Harvard Business School professor, discusses how principles from management and innovation theories can be applied to personal life to find deeper fulfilment and happiness. He argues that the same strategic thinking used in business can help individuals make meaningful life choices. He presents three fundamental questions to guide life decisions:
How can I be sure that I’ll be happy in my career? Christensen emphasises that career satisfaction isn't derived from financial success but from opportunities to learn, grow, contribute to others, and be recognised for achievements. He encourages focusing on building people up rather than merely doing business deals.
How can I be sure that my relationships with my family become an enduring source of happiness? He draws parallels between corporate strategy and personal life, highlighting the importance of intentionally investing time and resources in family and relationships, much like a business invests in initiatives crucial to its long-term strategy.
How can I be sure I’ll stay out of jail? Using this provocative question, Christensen addresses integrity and the dangers of compromising one's principles "just this once." He warns against making decisions based on marginal costs that could lead to a slippery slope of ethical compromises.
Christensen also discusses the importance of humility, having a clear purpose in life, and choosing the right "yardstick" by which to measure one’s success—not by wealth or status but by the positive impact on others’ lives. A purposeful life, guided by solid ethical principles, provides the most fulfilment and enduring happiness.
These insights are incredibly relevant as we look to build a culture that fosters loyalty and innovation within our organisations. Consider mentorship programmes, professional development opportunities, and initiatives that reinforce a positive, supportive work environment. When employees feel valued and see clear paths for growth, they're more likely to stay and contribute to the company's success.
Strong leadership and a cohesive culture are critical for navigating the challenges of the final quarter and beyond. As you plan for the months ahead, take the opportunity to reinforce the values that drive your organisation forward and build a resilient, engaged team ready to face the future.
Additionally, leveraging this time to strengthen relationships with key stakeholders and expand your professional network can be invaluable. Strong networks and engaged teams are not only crucial for achieving immediate goals but also for setting the foundation for long-term success.
Let’s use this September reset to align our teams, invest in talent, and build forward-looking organisations that are ready to seize the opportunities ahead. This natural time of renewal is a chance to reflect, recharge, and refocus for a strong finish to the year.
To learn more about their services visit www.quinnandassociates.ie. To schedule a consultation with Sandra Quinn herself, contact sandra.quinn@quinnandassociates.ie or call 01 2654000.
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