Supporting new managers: essential strategies for the lead up to the Christmas-New Year break (includes free planning template)

TL;DR

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• The article guides Leaders on how to support new managers through their first Christmas–New Year period, a time that can be chaotic and stressful for those unfamiliar with year-end routines.
  
  
• Key recommendations include: planning ahead, providing clear structures (like digital templates), encouraging realistic scheduling, supporting performance discussions, and balancing workload with empathy for staff.
  
  
• Leaders are urged to model calm, organised behaviour, communicate early about deadlines and closures, and create repeatable processes for future years.

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November has arrived, and the calendar year is drawing to a close. For many Australian businesses, the period between Christmas and New Year involves a complete shutdown or minimal staffing. Even for those that stay open, January is quieter as many people take holidays during this time.

For new managers, whether they have been promoted internally or recently joined the organisation, this will be their first year-end period in your organisation. Many will be unsure of what to expect, as the end of the calendar year brings its own blend of challenges, deadlines, and distractions.
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This article explores how to prepare and support them so they can close out the year with confidence, keep their teams organised, and start the new year on solid footing.

Contents

1. Why planning ahead makes the year-end easier
2. What makes the year-end challenging for new managers
3. How to create calm and confidence before the Christmas break
4. Why the end of the year feels different and how to manage it
5. How to set new managers up for success
6. How to give direction without micromanaging
7. Create a year-end process you can use again and again
8. Model the calm, organised behaviour you want to see
9. Five things you can do right now to prepare
10. The difference your support makes

​Why planning ahead makes the year-end easier for everyone

The end of the year is a time when many people look forward to rest, time with family, and a few weeks away from the pace of daily work. Before that relaxation can happen, however, there is a long list of practical matters that need attention. Projects must be completed, targets achieved, and customer commitments fulfilled.

Without deliberate planning, the period leading up to Christmas can feel chaotic. Managers may find themselves juggling too many moving parts or dealing with avoidable problems in the final days before the shutdown.

Preparing new managers for this time of year serves several important purposes:

• It helps them gain confidence through their first experience managing year-end priorities.
• It ensures continuity for customers and operations while parts of the business slow down.
• It allows everyone, including you, to enjoy a genuine break without carrying unfinished business into the holidays.

​When this planning is done well, the whole business benefits from a smoother finish and a calmer restart in January.

​What makes the year-end challenging for new managers

Year-end brings a routine that your established managers know instinctively. They are familiar with how the business operates at this time of year, how to handle deadlines, and what decisions must be made.

New managers often do not have that experience. Whether they are stepping into leadership for the first time or adjusting to a new company, they lack the organisational knowledge that helps others navigate this period.

They may not yet know when to finalise leave approvals, how to balance customer expectations with limited capacity, or what traditions and internal deadlines shape December.

When this context is missing, even capable managers can misjudge priorities. They might try to do everything at once, delay essential planning, or overlook the small people-focused actions such as recognition, flexibility, and communication that makes the year-end period smoother for everyone.
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Giving them structure and clear expectations helps them avoid unnecessary stress and allows them to lead with confidence.

​How to create calm and confidence before the Christmas break

Think about how you want to feel on Christmas Eve. Imagine closing your laptop knowing the business is in order, your team has finished well, and you can enjoy your break without concern.

That feeling of calm does not appear by chance. It is the outcome of planning, communication, and thoughtful leadership.

New managers take cues from how you approach this time of year.

If you remain steady, organised, and consistent, they will follow your example.

If your own behaviour is reactive or rushed, they are likely to adopt the same tone with their teams.
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The simplest and most effective way to support new managers is to model calm, structured behaviour and demonstrate that planning ahead prevents unnecessary pressure later on.

​Why the end of the year feels different and how to manage it

For many Australian businesses, the period between Christmas and New Year involves a complete shutdown or minimal staffing. Even those that stay open usually experience a slower pace through January, as customers and suppliers are also away.

That makes November and December particularly critical. Managers need to balance immediate work with preparations for the quieter weeks ahead. They must finalise projects, complete quarterly or annual goals, manage performance reviews, confirm staffing levels, and communicate closure dates to customers and suppliers.

Beyond the operational work, this period carries numerous personal and social commitments. Staff are attending school graduations, end-of-year concerts, and festive gatherings, while also managing shopping and family arrangements. Productivity naturally dips, and energy levels drop.

​Effective planning allows managers to anticipate this and maintain stability rather than becoming reactive as December progresses.

​How to set new managers up for success

​The following areas can help new managers prepare for their first year-end period. The aim is to guide them thoughtfully, without removing their ownership or independence.

1. Begin with a meaningful conversation
Start by meeting with your new managers to discuss the next seven weeks in practical detail. Ask them to outline their major deliverables, identify which projects can be paused until the new year, and review upcoming leave across their team. Discuss customer commitments, reporting deadlines, and communication plans for both staff and customers.

For external hires, take the time to explain any internal traditions or procedures that are unique to your organisation. Even small insights, such as how your company approaches client gifts or social events, help them understand expectations and avoid unintentional missteps.

2. Provide a clear, shared structure
Create a one-page digital template that each manager can use to plan and report on their team’s readiness for the break. A consistent format makes it easier to monitor progress and identify gaps across the business.

Include sections for deliverables, staffing and leave, key customers or projects, communication updates, and team celebrations. When every manager follows the same structure, reporting becomes easier, and you build a resource that can be reused next year or introduced as part of onboarding for future managers.

3. Encourage practical and realistic planning
December often feels shorter than it is. Customers slow down, approvals take longer, and unexpected absences are common.
Encourage your managers to factor in extra time for every task, finalise leave approvals early, and avoid scheduling major system changes or new projects close to the shutdown.

A useful question to ask is, “What could get in the way of this plan?” This prompts forward thinking and helps them identify potential risks before they become problems.

4. Offer support for performance discussions
If your business conducts end-of-year reviews or performance conversations, ensure that your new managers understand the expectations. Provide timelines, templates, and examples of how to balance feedback with recognition.

First-time managers may feel uncertain about these conversations, and external hires might not yet understand how your organisation links them to pay or progression. A short briefing or quick role-play can strengthen their confidence and ensure consistency across the company.

5. Remind managers to balance workload with care for people
December is a demanding month both professionally and personally. People are juggling competing responsibilities, and fatigue can easily influence performance. Encourage managers to be understanding where possible, allowing flexibility for family events or shorter working days when workloads permit.

This approach does not mean lowering standards. It means showing empathy and recognising that staff perform better when they feel supported. Managers who demonstrate care during busy times often build stronger, more loyal teams.

6. Make sure everyone knows what happens over the break
If your business closes completely over Christmas, make sure managers know what needs to be done beforehand. Confirm final payroll processing, set clear return-to-work dates, and establish who will handle urgent matters during the shutdown.
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If operations continue with minimal staff, ensure rosters and responsibilities are finalised early so no one receives an unexpected surprise. External hires, in particular, will benefit from understanding how your business handles this period, as practices vary widely between organisations.

​How to give direction without micromanaging

New managers benefit from clear direction, but too much oversight can undermine their confidence. Offer a framework, agree on check-in points, and focus on asking thoughtful questions rather than issuing instructions.
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This balance encourages ownership and builds capability. When managers feel trusted to make decisions within a defined structure, they grow faster and approach challenges with more assurance.

​Create a year-end process you can use again and again

​Once your new managers have navigated their first year-end, capture what worked and what could be improved. Keep the planning template and any communication examples for future use.

Over time, this creates a reliable, repeatable process that makes each December less stressful and more predictable.
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Including this structure in your new manager onboarding materials ensures that anyone joining later in the year will know what to expect long before the next holiday season arrives.

​Model the calm, organised behaviour you want to see

Your behaviour during this period influences every manager in your organisation. When you remain composed, communicate clearly, and plan proactively, others will mirror that approach.

Ask yourself whether your own actions reflect the standards you expect from others. Do you set clear priorities? Do you communicate early about deadlines and closures? Do you make time to acknowledge your team’s work before everyone departs?
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Leadership at year-end is as much about tone as it is about task management. Calm direction builds trust and steadiness across the business.

​Five things you can do right now to prepare

If you are reading this in November, there is still time to prepare.
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1. Meet with your new managers and talk through the next two months.
2. Provide them with a digital planning template to complete within a week.
3. Schedule short check-ins to monitor progress and address issues early.
4. Communicate key business dates, including closure periods and skeleton staffing.
5. Encourage managers to stay organised, lead calmly, and support their teams with empathy.

​The difference your support makes

The end of the year is more than a logistical challenge; it is a defining period that shapes how new managers see themselves as leaders.

Whether they are new to leadership altogether or adapting to a different company, the support and guidance you offer now will influence their confidence and performance well into the next year.
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By giving them structure, clarity, and the opportunity to lead with purpose, you create an environment where both the business and its people can finish the year well and begin the next one ready for success.

​Frequently Asked Questions (FAQs)

1. Why is the Christmas–New Year period challenging for new managers?
The year-end brings unique business patterns, deadlines, and traditions that experienced managers know well. New managers may lack this context, making it harder to prioritise, plan, and balance operational and people-focused tasks.

2. How can leaders help new managers prepare for the holiday shutdown?
Leaders should:

• Meet with new managers to discuss deliverables, leave schedules, and customer commitments.
• Share internal traditions and procedures.
• Provide digital templates for planning and reporting.

3. What practical steps should managers take before the shutdown?

• Finalise leave approvals early.
• Avoid scheduling major changes or new projects close to the break.
• Communicate closure dates to customers and suppliers.
• Plan for reduced staffing and slower business pace in January.
  
  

4. How can managers balance workload and staff wellbeing in December?
Managers should show empathy, allow flexibility for family events, and recognise that staff perform better when supported. This doesn’t mean lowering standards but rather understanding the demands of the season.

5. What should managers know about business operations during the break?
Managers need to:

• Confirm payroll processing and return-to-work dates.
• Establish who handles urgent matters during shutdown.
• Finalise rosters and responsibilities for skeleton staffing if the business remains open.
  
  

6. How can leaders give direction without micromanaging?
Offer a clear framework, agree on check-in points, and ask thoughtful questions. This encourages ownership and builds capability, helping managers grow in confidence.

7. What can be done to make future year-end periods easier?
Capture what worked and what could be improved. Keep templates and communication examples for future use, and include them in onboarding materials for new managers.
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8. What are five things leaders can do right now to prepare?

• Meet with new managers to discuss the next two months.
• Provide a digital planning template.
• Schedule short check-ins.
• Communicate key business dates.
• Encourage calm, organised leadership and empathy.

Year-end planning template for managers (free download)