And so it continues to transition…

There’s this window between Thanksgiving and New Year’s where time seems to bend.
Every week gets tighter. Every day gets louder. And every calendar square fills itself in before you even open your eyes.

But this year, something felt different.
Not easier — just more intentional.

A few weeks ago, I sat down with my calendar and did something I rarely slowed down enough to do: I actually planned for the transition.

I marked down the non-negotiables first — the moments that are fixed, meaningful, and absolutely not up for debate.
The school events that only happen once.
The family celebrations that anchor the season.
The traditions that matter because they’re ours.

Then I layered in the “want-to’s.”
The holiday shows.
The little adventures.
The things that create the magic.

Nothing chaotic.
Nothing crammed.
Just a thoughtful balance between what must happen and what would be lovely if it does.

And as I looked at the calendar — finally, clearly — it struck me:

This is change management.
Every bit of it.

Not the flashy, high-stakes, enterprise-wide kind we usually talk about in corporate rooms…
but the quiet, expected, annual transition that still demands attention.

Because here’s the truth:

Expected change still creates pressure.
Expected change still needs planning.
Expected change still impacts people.

The holidays show us this every single year.
Nothing on that calendar is a surprise — and yet, if you don’t plan for it, it will absolutely overwhelm you.

The workplace is no different.

Professional teams hit this late-year rhythm and forget that the transition itself is predictable. There are non-negotiables — deadlines, compliance cycles, year-end reporting, performance reviews. And then there are the “want-to’s” — passion projects, stretch goals, nice-to-have initiatives everyone hopes to squeeze in before the clock runs out.

Without balance, everything becomes urgent.
And when everything is urgent, nothing is meaningful.

What I’ve learned — at home and in the office — is this:

You can’t manage change well by showing up at the moment. You manage change by preparing for the moment.

You look ahead.
You identify what truly matters.
You decide what is necessary and what is aspirational.
You build the runway so you’re not sprinting at takeoff.

In my house this season, it meant I could actually enjoy the transition instead of resisting it.
At work, it means professionals and leaders can move through expected change with intention instead of exhaustion.

And that’s the heart of good change management:
A thoughtful balance of needs and wants — anchored by clarity, supported by planning, and delivered with care.

As we all navigate this season (personally and professionally), ask yourself:

Where can I be more intentional?
What are my non-negotiables?
What do I actually want?
And how do I create space for both?

There’s always a way to plan for the expected.
And when you do, the unexpected becomes far less overwhelming.