How I use the year in review: growth and progress development as an independent, self-directed leader.

Maria became a new client right in the middle of the holidays-when reflection feels unavoidable and uncertainty tends to surface. She had spent several years in a middle-management role within a large health services organization.

Over the previous twelve months, Maria had reported to three different supervisors. Each brought different priorities, expectations, and leadership styles. Her question wasn’t dramatic, but it was heavy:

“I feel lost. I don’t know what I should be leaning into anymore to move forward.”

What stood out most was not frustration with the work itself-but a growing realization that waiting for organizational stability or sponsorship was no longer a viable strategy.

The idea of becoming more independent and self-directed in her leadership development strongly appealed to her.

Here’s the guidance I offered-an annual reset exercise I use myself and often recommend to leaders navigating uncertainty.

Net result of the exercise: discovery of a plan for what matters for next year that puts you a clear path for success as an independent, self-direct leader, regardless of whether or not you employer supports your intentional actions.

List One: Write down everything you did this year that created impact.

Not broad categories like “project management” or “team leadership,” but specific moments:

*A stakeholder conversation that changed direction

*A decision that improved outcomes

*A first-time accomplishment

*A problem you helped resolve

Include impact with clients, your boss, peers, and team members. Precision matters.

List Two: Rank each item from List One by how much gratification you personally received from doing it.

This isn’t about praise or recognition. It’s about energy. What gave you momentum? What quietly drained it?

Together, these two lists provide a surprisingly accurate snapshot of where you actually are-not where your job description says you should be. Step Two: Build the Clarity Matrix

Next, draw a simple four-box matrix:

1. High Impact / High Gratification

2. High Impact / Low Gratification

3. Low Impact / High Gratification

4. Low Impact / Low Gratification

Place each activity into one box.

Patterns emerge quickly-and often uncomfortably

This is what the matrix looks like:

Step Three: Create an “Enlightened” Action Plan

• Start with High Impact / High Gratification. Ask: How do I intentionally do more of this next year? These are your leadership sweet spots-regardless of your title or reporting line.
• Next, look at Low Impact / Low Gratification. This is the first place to “thin the herd.” Ask: What can I phase out, delegate, redesign, or stop altogether?
• Then examine High Impact / Low Gratification. This category holds hidden opportunity. Ask: What makes this difficult for me? Is it a skill gap? Low confidence? Poor boundaries? Time pressure?
• Finally, consider Low Impact/High Gratification
• It may be an important need that must be met. Ask: Can boosting impact still be gratifying? Also, can this need be met outside of the workplace?

Often, targeted development or structural changes can convert these into sustainable strengths.

By the end of this exercise, Maria wasn’t waiting for her employer to clarify her future. She had clarity herself.

She left with a plan focused on what matters, grounded in impact, and aligned with her energy-putting her on a path toward success as an independent, self-directed leader, whether or not organizational support followed.

Originally published at https://kurtmueller.substack.com.