How CEOs can stay motivated beyond January

The start of a new year often brings a surge of motivation for CEOs and business leaders, fuelled by fresh goals and ambitious resolutions.

However, as the weeks progress, maintaining that momentum can become increasingly difficult.

Business consultant, coach, and mentor Ivan Bartolo notes that many leaders lose motivation because they treat resolutions as “one-time declarations rather than commitments requiring consistent, intentional action.”

Mr Bartolo emphasises the importance of acting in the present instead of waiting for the “perfect moment,” which he describes as a myth. “The only time we have control over is the present,” he asserts. He suggests practical strategies for maintaining motivation. His approach includes breaking goals into smaller steps to create daily “quick wins,” tracking progress through measurable indicators, and eliminating distractions that hinder focus.

“Instead of overwhelming yourself with monumental changes, break your goals into smaller, actionable steps. Each day is an opportunity to achieve a quick win that fuels motivation and builds momentum,” he advises. He also stresses the value of consistency, arguing that “resolutions are less about the intensity of effort and more about showing up every day. Even small, consistent actions compound over time into significant results.”

Building lasting habits

Leadership speaker and coach Alex Falzon echoes this sentiment, highlighting how many people rely too much on willpower when forming new habits.

Drawing from James Clear’s Atomic Habits, Mr Falzon advises CEOs to make new habits easy and enjoyable.

“Most people give up on their resolutions because they rely too much on their willpower. In Atomic Habits, the author explains that the key is to make the new habit enjoyable or easy to fit into your routine,” he says.

Mr Falzon suggests practical ways for leaders to integrate new habits into their daily routines:

• Starting small: “Instead of trying to do a full workout every day, begin with something small and gradually increase the difficulty.”
• Combining new habits with old ones: “For example, do 10 push-ups after you finish checking your emails in the morning.”
• Rewarding yourself: “Treat yourself to something nice after you successfully complete a new habit.”
• Finding support: “Surround yourself with people who will encourage you or help you stay accountable.”

The one-degree change approach

Team Coach Dragan Donkov observes that many professionals overcommit at the start of the year, only to lose steam as reality sets in. “Many professionals get tempted to overachieve with their New Year’s resolutions. They start the year ambitiously and full of energy. Soon, the enthusiasm is gone, and they are back to their daily routine. Frustration builds because they feel like they’re not achieving much.”

To counteract this, he suggests the one-degree change concept: “If the course of a transatlantic flight is set just one degree off, the plane will land somewhere completely different from its original destination. Similarly, if you make one small, sustainable change today, you’ll see much bigger results in the long run.”

Mr Donkov also stresses the importance of accountability, whether through a mentor, a peer, or a close friend.

“Another thing I’ve noticed with my clients is how powerful accountability can be. This could be a partner, child, best friend, coach, or mentor. When people have an accountability buddy, they feel more motivated to continue. That person cheers them on or picks them up when there are setbacks,” he says.

Additionally, he highlights the benefits of community support: “Being part of a community with similar interests also has a positive impact – both on behaviour change and on making the process more sustainable. A study published in the American Journal of Community Psychology found that participants in mutual-help groups experienced improvements in psychosocial adjustment by both giving and receiving support.”

Tailored strategies for neurodivergent leaders

For neurodivergent business leaders, staying motivated requires different considerations.

Workplace neurodiversity advocate Joseph K Muscat acknowledges that factors such as ADHD and autism can make executive functioning and goal-setting more challenging.

“Goal setting for neurodivergent business leaders can be particularly challenging, not just due to the demands of daily workplace operations, but also because of the unique complexities of managing neurotypes such as ADHD, autism, or dyscalculia. These factors often come with executive function challenges and sensory needs, which can lead to feelings of overwhelm and, in turn, mental health difficulties,” he says.

Mr Muscat recommends strategies tailored to individual needs, such as:

• Establishing support systems, such as access to quiet workspaces or body-doubling partners.
• Aligning goals with personal strengths: “Reflect on past successes and consider how you can use those strengths to tackle your objectives.”
• Breaking down goals into smaller parts to reduce overwhelm and maintain motivation: “A goal might seem daunting because you’re focused on the big picture without recognising the steps involved.”
• Practising habit stacking: “To develop new habits, link them to existing behaviours or create a trigger point that signals it’s time to start the new behaviour.”
• Finding an accountability partner to provide encouragement and structure: “This could be a mentor, a coach, or even a body-doubling partner—someone who works alongside you on their own tasks, creating a mutually supportive environment.”
• Practising self-compassion: “It’s important to have empathy for yourself. Instead of being overly critical, treat yourself with kindness and understanding.”

The importance of realistic planning

Executive mentor Nadia Pace points out that many CEOs set overly ambitious resolutions, only to find that professional commitments quickly take precedence. “When mentoring executives, I’ve noticed a common pattern where many set overly ambitious New Year’s resolutions, especially around personal goals. However, professional commitments quickly take precedence, and by the end of January, excuses creep in.”

Instead, she advises leaders to focus on discipline, realistic goal-setting, and actionable planning. “It’s better to have a few achievable targets than an overwhelming list that feels impossible. Time is a finite resource, so why overpromise and set yourself up for failure?,” she asks.

She encourages leaders to align their goals with their preferences. “If you don’t like going to the gym, don’t force it. Choose activities that align with your personality and preferences, whether it’s walking outdoors, running, or something else you truly enjoy. Start small. Instead of committing to three gym sessions a week, aim for one or two. It’s about building momentum and feeling good about progress.”

She also suggests that frequent travellers integrate fitness into their routine by packing workout gear and sticking to a schedule. “If you struggle with consistency, find someone you trust to hold you accountable until those habits become second nature,” she concludes.

For CEOs, staying motivated requires a shift from short-term ambition to long-term commitment.

As Mr Bartolo reminds us, “The only time we have control over is the present.” By embracing the power of now and applying practical strategies, business leaders can keep their momentum going well beyond January – and into the rest of the year.