Wide Perspectives, Wise People | Expectations, Pressure, and the Perception of a “Fresh Start”
New year, new goals. But is this truly a fresh start, or simply a new form of pressure?
January represents more than a calendar change in working life; it marks a powerful psychological threshold. New goals are set, performance expectations are redefined, and many employees and leaders begin the year with the belief that “This year will be different.”
Behavioral science literature explains this phenomenon through the concept of temporal landmarks. Research shows that symbolic time markers such as the beginning of a new year mentally separate individuals from the past and temporarily increase motivation for change (Dai, Milkman, & Riis, 2014). However, this effect does not always bring clarity. More often, it comes hand in hand with pressure to prove oneself, elevated expectations, and a tendency toward hasty decision-making.
In working life, this dynamic manifests in various ways. Employees begin to question their current roles more intensely in January. The question “Should I continue here this year?” surfaces more frequently. Candidates try to present themselves as more decisive, more motivated, and more ready. Organizations, influenced by the optimism of a new year, may also become more inclined to make faster decisions.
At this point, the line between the perception of a “fresh start” and actual organizational needs begins to blur.
Research indicates that the concentration of goal-setting activities and rising expectations at the beginning of the year can trigger decision fatigue and focus-related challenges (Kahneman, 2011). While new goals may boost motivation in the short term, this motivation does not always translate into sustainable performance. On the contrary, unrealistic expectations can gradually lead to disappointment and burnout.
This dynamic creates a critical risk area for recruitment processes as well. In January hiring, it becomes more difficult to distinguish between candidates’ new-year motivation and their long-term alignment and potential. Similarly, organizations may struggle to accurately define their real needs when acting on a “new year, new team” reflex.
At this point, pausing to ask the following questions may be valuable for both individuals and organizations:
- Do these goals genuinely stem from actual needs, or are they reflections of year-end expectations?
- When evaluating candidate motivation, can we distinguish between temporary fresh-start energy and sustainable commitment?
- As we set new goals, do we truly question old habits?
- Do we define performance based on more, or on what is more meaningful?
Experience and research remind us of one key insight: New beginnings are valuable, but not every new beginning represents real transformation. True change does not start simply because the calendar changes; it begins when expectations, priorities, and decision criteria are meaningfully reframed.
Perhaps the most important question January asks us is this:Are we truly starting a new year, or are we continuing the same habits with new goals?
References
Dai, H., Milkman, K. L., & Riis, J. (2014). The fresh start effect: Temporal landmarks motivate aspirational behavior. Management Science, 60(10), 2563–2582. https://doi.org/10.1287/mnsc.2014.1901
