Looking back, 2020 started quite well and then rapidly descended into a nightmare for most of us.  Very few industries boomed. The majority of us were fully concentrated on not going bust.  In 2021, we know we will have more of the same from the virus and the business disruptions which result.  It is a new year though, regardless of when your financial year kicks off, so there is some residual societal energy there to draw on, for a new start.  Our mindset, as always, is going to be important. Shall we allow things to play out, continue on as they have been or do we decide to seek to control our minds and strive for a different direction?   There are five mindset tools at our disposal.  Number one is thinking.  Sounds obvious enough.  “Of course I am going to be thinking in 2021”.  But what will you be thinking?  Has Covid-19 shrunk your world to the boundaries of your own abode, as you control your empire from super safe seclusion in your eyrie?  Fatigue sets in for individuals in the team, when being vigilant about not catching the virus and also the feeling of being worn down by the isolation aspects.  As the leader what are you thinking about to deal with this personal and professional fatigue on the part of the team?  Have you in fact even had time to think about it?  Vaccines in Japan, seem a long way off being distributed. Even then, it will take some time to reach herd immunity, so we are bound to be stuck with this situation for a good chunk of 2021.  Is this factored into your calculations?   Number two is opinions.  Nobody has experienced this pandemic before, so we struggle to identify facts and we are awash with opinions.  Who should we believe?  The WHO was slow to label Covid-19 a pandemic and quick to say masks were not useful.  They have lost credibility as a result of both calls.  How long will this virus disruption last is an opinion call, because science just doesn’t know yet, as there are too many variables involved.  As the leader, we have an opinion on this, but is that opinion also shared by our team members.  At the start, some recommendations were for 1.5 meter separations and other for 2 meters .  Now some scientists say 6 meters of separation is required.  Who do we believe and what should we do about it?  Have you canvassed the team for their thoughts, expectations, concerns and opinions on what happens from now?   Number three is beliefs.  Are we glass half full or half empty on the prospects of things getting back to some normality in 2021?  These beliefs impact the way we invest money, time and effort in 2021.  What do we believe is the way forward and how are we able to persuade our team to follow what we believe, if they believe something different?  Should we be Mr. or Ms. Sunshine, trying to boost team morale with our positivity?  Should we be pessimistic and instead prepare everyone for the worst possible outcome, so that it won’t come as a surprise to anyone?  As the leader what we say counts and people want to know what to do.  What do we tell them?   Number four is emotions.  Working from home is destabilising, as is not being able to travel, or there being little capacity to take holidays.  The New Year period becomes a source of infection transfer, so we feel pressure to stay at home and not see family.  Single staff, living alone, in particular can feel the pressure of isolation and a sense of loneliness.  As the leader, how do we deal with these types of emotions on the part of our staff?  Is this something you have been working on or have had no time for this as yet?   Number five is insights.  What have we learnt this year, which we can carry into 2021 and do a better job as a result?  Have we had the time to learn anything or have we been run off our feet constantly putting our fires?  The end of the year break is a great time to reflect and think about what needs to be done in 2021, that we hadn’t been able to anticipate in 2020.  Are we advocating a long break for everyone, enco