By Che’ Blackmon, Founder & CEO, Che’ Blackmon Consulting | DBA Candidate in Organizational Leadership
🎯 How You Return Matters as Much as What You Return To
January 2nd is deceptive.
Everyone’s back at their desks. Inboxes are overflowing. Slack channels are buzzing. Conference rooms are filling up with “New Year Strategy” meetings. The machine is humming again, and the pressure to jump right back in is immediate and intense.
Most leaders walk back into the office the same way they left it in December. Same energy. Same patterns. Same operational mode. They hit the ground running, responding to whatever’s urgent, clearing the backlog, catching up.
And that’s exactly why they get the same results they got last year.
Here’s what successful leaders know that average leaders miss: The return is a strategic inflection point. How you step back into the game in the first 48 hours sets the tone, establishes the narrative, and determines whether you’re leading 2026 or just surviving it.
For Black women leaders specifically, this moment carries additional weight. We’re returning to environments where we’re often the only one in the room who looks like us, where our leadership is questioned more readily, where our mistakes are magnified and our successes are minimized. We don’t have the luxury of a sloppy re-entry. The narrative about our competence, our commitment, and our leadership capability is being written in these first interactions.
So while everyone else is frantically trying to catch up, smart leaders are three moves ahead.
They’re not just returning. They’re strategically re-entering with intention, narrative control, and clear signals about what 2026 is going to be different from 2025.
📊 The Research on Strategic Re-Entry
Dr. Sabine Sonnentag, organizational psychologist at the University of Mannheim, has spent two decades studying recovery and performance cycles in leadership. Her research reveals a critical insight: How leaders re-engage after a break predicts their performance trajectory for the entire quarter.
Leaders who return reactively (responding to whatever’s most urgent, operating in catch-up mode, reverting immediately to pre-break patterns) show performance patterns identical to their pre-break baseline. Translation: The break didn’t actually create any sustainable change in how they operate.
Leaders who return strategically (with clear priorities, intentional energy management, and deliberate narrative framing) show measurably different performance patterns characterized by better decision-making, higher team engagement, and sustained energy throughout Q1.
The difference isn’t how much rest they got. It’s how strategically they re-entered.
Research from Harvard Business School’s Leadership Initiative adds another dimension. Their study of C-suite leaders returning from extended breaks (sabbaticals, parental leave, major vacations) found that the leaders who successfully leveraged their break for performance improvement did three things immediately upon return:
- Controlled the narrative about their time away and how it prepared them for what’s next
- Audited their energy and made immediate adjustments to how they were allocating attention
- Made a strategic first move that signaled their priorities for the coming quarter
The leaders who didn’t do these three things returned to the same patterns that necessitated the break in the first place.
Your return strategy matters more than your vacation destination.
🎬 Move 1: The Narrative Reset
The Re-Entry Risk: If you don’t control the story about your holiday break, someone else will write it for you. And it probably won’t be the story you want told.
What most leaders do: They walk back in and immediately apologize for being away. “Sorry I was out, I know I’m behind.” They signal that time off was an absence that created deficit rather than a strategic pause that created capacity.
For Black women especially, this default apology is dangerous. We’re already fighting narratives about commitment and dedication. We’re already under scrutiny about whether we’re “really committed” to advancement. Walking back in apologetically reinforces exactly the wrong narrative.
What strategic leaders do: They frame their time away in terms that align with their leadership brand and 2026 priorities.
Three Narrative Frames to Choose From:
The Sustainability Narrative: “I took time to fully disconnect and recharge, which is how I maintain the energy and strategic thinking my team needs from me in Q1.”
What this signals: You understand that sustainable high performance requires recovery. You’re not grinding yourself into burnout. You’re managing your capacity strategically so you can lead effectively long-term.
When to use this: When your leadership brand is about building sustainable, high-performing teams and cultures. When you’re known for marathon leadership, not sprint heroics.
The Vision Narrative: “I spent time thinking strategically about Q1 priorities and how we position ourselves for the opportunities I’m seeing in the market.”
What this signals: You didn’t check out. You used the space to think at a higher altitude than daily operations allow. You’re returning with strategic clarity, not just rested.
When to use this: When your leadership brand is about strategic vision and market positioning. When you’re positioning for executive-level advancement that requires demonstrable strategic thinking.
The Commitment Narrative: “I invested time in [meaningful project, skill development, thought leadership] that’s going to make me more effective in [specific area] this quarter.”
What this signals: Your downtime wasn’t wasted. You’re continuously developing. You’re committed to bringing your best to the work.
When to use this: When you’re navigating environments where your commitment is questioned. When you’re building credibility in a new role or new organization. When you’re a Black woman who knows your dedication will be scrutinized more than others’.
How to Deploy Your Narrative:
First Day Back:
In your first three interactions (with your manager, your team, your peers), weave your chosen narrative naturally into the conversation.
Wrong approach:
“How was your break?”
“Good! Busy with family stuff. How was yours?”
Strategic approach:
“How was your break?”
“Restorative. I made it a priority to fully disconnect so I could come back with the energy and strategic focus we need for Q1. I’m really clear on our three priorities and ready to drive them. How was yours?”
Notice what just happened:
✅ You controlled the narrative (it was restorative and strategic, not just time off)
✅ You signaled energy and readiness (not apology or deficit)
✅ You connected your break to business value (strategic focus for Q1)
✅ You transitioned to them (showing genuine interest without dwelling on your time away)
In Your First Team Meeting:
Don’t just dive into the work. Take 90 seconds to set the tone.
“Welcome back, everyone. I hope you all had restorative time with whatever matters most to you. I want to be transparent: I spent some of my break thinking about how we set ourselves up for exceptional Q1 performance, and I’m excited about the three strategic priorities I want to share with you today.”
What this does:
✅ Acknowledges the break without apology
✅ Models that time away can be both restorative AND strategic
✅ Frames the return with clear priorities, not catch-up chaos
✅ Demonstrates that you’re leading, not reacting
For Black Women Specifically:
There was a technology company where a Black woman Director returned from two weeks of vacation and immediately went into apology mode: “I know I’m behind, I’ll get caught up this week, sorry for any delays.”
Meanwhile, her white male peer returned the same day and opened his first meeting with: “Great to be back. I spent some downtime thinking about our Q1 strategy, and I’ve got some ideas I want to run by the team.”
Same vacation length. Different narrative. Different perception of leadership readiness.
You don’t owe anyone an apology for taking time you’re entitled to. You do owe yourself a strategic narrative that positions you as a leader who uses time intentionally.
🔋 Move 2: The Energy Audit
The Re-Entry Risk:
You return to the same energy-depleting patterns that necessitated the break in the first place, burning through whatever recovery you achieved within 72 hours.
What most leaders do: They return and immediately revert to pre-break patterns. Same packed calendar. Same reactive availability. Same energy-draining commitments. By January 5th, any benefit of the break is gone.
What strategic leaders do: They audit their energy before they re-engage fully and make immediate adjustments based on what they learned during the break.
The 48-Hour Energy Audit:
Before you fully re-engage, answer these questions:
1. Energy Inventory:
How am I showing up on January 2nd?
- ☐ Energized, clear, ready to lead strategically
- ☐ Rested but anxious about workload
- ☐ Already depleted from inbox and catch-up mode
- ☐ Dragging, dreading, running on fumes
If you’re not in the first category, something needs to change immediately. Your team reads your energy. Your leadership effectiveness is directly tied to it.
2. Energy Source Identification:
During the break, what energized me?
- Unstructured time?
- Meaningful project work without interruption?
- Strategic thinking space?
- Physical activity?
- Social connection?
- Complete disconnection from work?
What drained me even during time off?
- Checking email sporadically?
- Thinking about unresolved work issues?
- Anxiety about returning?
- Lack of structure?
3. Energy Pattern Recognition:
Looking at my calendar for the next two weeks:
What percentage of my time is allocated to:
- ☐ Energy-creating activities (strategic thinking, meaningful work, development)
- ☐ Energy-neutral activities (necessary operations, routine management)
- ☐ Energy-depleting activities (back-to-back meetings, reactivity, others’ urgencies)
If more than 60% of your calendar is energy-depleting, you’ll be burned out by January 20th. Make adjustments now, not when you’re already running on empty.
Immediate Energy Adjustments:
Based on your audit, make three immediate changes to your first two weeks back:
Adjustment 1: Calendar Protection
Block strategic thinking time in your calendar BEFORE meetings fill every gap.
Example: Every Monday and Wednesday, 9:00 to 10:30 AM is protected for strategic work. No meetings. No exceptions. Email and Slack are closed.
Why this matters: Research from Cal Newport shows that leaders who protect deep work time in the first week back maintain energy and effectiveness 3X longer than leaders who immediately fill their calendars with meetings.
Adjustment 2: Selective Availability
You don’t need to be immediately available to everyone about everything.
Create tiered response times:
- Strategic priorities: Same day response
- Operational issues: 24-hour response
- Non-urgent requests: 48-hour response
- Others’ lack of planning: Not your emergency
Communicate this clearly: “I’m prioritizing deep focus time this quarter to drive our strategic initiatives. I’m checking email/Slack twice daily. If something is genuinely urgent, text me.”
Adjustment 3: Energy Investment vs. Energy Drain Triage
Audit every recurring meeting on your calendar:
- Does this energize me or create value? → Keep
- Is this necessary but neutral? → Delegate or shorten
- Does this drain me without proportional value? → Decline or renegotiate
For Black women specifically:
We carry disproportionate “diversity tax” commitments: ERG leadership, mentoring, DEI committees. These are important but often uncompensated and energy-intensive.
Energy audit question: Are these advancing my strategic priorities or consuming capacity I need for advancement-focused work?
You don’t have to abandon these commitments, but you get to intentionally decide which ones you’re keeping and protect your capacity by declining or delegating others.
🎯 Move 3: The Strategic First Move
The Re-Entry Risk:
Your first actions back signal your actual priorities, regardless of what you say your priorities are. If your first move is reactive catch-up, that’s the signal everyone reads.
What most leaders do: They spend January 2nd through 6th clearing backlogs. Email. Voicemail. Catching up on what they missed. Responding to everyone else’s urgencies.
What this signals: You’re in reactive mode. You’re not driving priorities; you’re responding to them.
What strategic leaders do: They make a deliberate first move that signals their 2026 priorities before they touch the backlog.
The Strategic First Move Framework:
Principle: Your first significant action upon return should demonstrate your top Q1 priority.
Not your first 30 minutes. You’re allowed to get coffee, check critical messages, orient yourself. But your first substantive leadership action should signal what matters most.
Examples of Strategic First Moves:
If your 2026 priority is building a high-performing team:
Strategic first move: Schedule individual check-ins with each of your direct reports before you clear your inbox. Ask them about their Q1 priorities, what support they need, and what they’re most excited about.
What this signals: People are your priority. You lead humans, not just projects. You’re interested in their success, not just task completion.
If your 2026 priority is strategic visibility:
Strategic first move: Send a strategic memo to senior leadership outlining your Q1 vision and how it connects to enterprise priorities.
What this signals: You’re thinking strategically. You’re connecting your work to organizational outcomes. You’re positioning yourself as a strategic thinker, not just an executor.
If your 2026 priority is innovation:
Strategic first move: Block your calendar for a strategy session where you and your team brainstorm Q1 innovation opportunities before diving into operational execution.
What this signals: Innovation isn’t what you do “if you have time.” It’s how you’re leading. You’re creating space for strategic thinking before operational demands consume all capacity.
If your 2026 priority is cross-functional influence:
Strategic first move: Schedule strategic conversations with three leaders outside your function to understand their Q1 priorities and explore collaboration opportunities.
What this signals: You’re building influence infrastructure. You’re thinking beyond your silo. You’re positioning yourself for broader organizational impact.
For Black Women Leaders Specifically:
If your 2026 priority is advancement:
Strategic first move: Request a 30-minute conversation with your skip-level leader to share your Q1 vision and ask for their perspective on how you can increase your strategic impact.
What this signals: You’re proactive about your development. You’re building relationships with decision-makers. You’re positioning yourself for visibility where advancement decisions happen.
Why this matters for Black women:
Research from Catalyst shows that Black women are significantly less likely than any other demographic to have regular access to senior leaders. We’re not naturally included in informal networks where relationships develop. We have to be intentional about creating those touchpoints.
Your strategic first move creates that touchpoint while also demonstrating strategic thinking and initiative.
The Implementation:
January 2nd, before 11:00 AM:
Make your strategic first move. Block the calendar time. Send the email. Schedule the meetings. Whatever action signals your priority, do it before you get sucked into the backlog.
Why before 11:00 AM?
Because by afternoon, the urgencies will find you. By January 3rd, you’ll be in reactive mode. Your window to signal strategic leadership instead of reactive management is narrow. Use it.
💼 What This Looks Like in Practice
Let’s bring all three moves together with a practical example:
Scenario: You’re a Director of Operations returning on January 2nd. Your 2026 priority is positioning yourself for VP-level advancement, which requires demonstrating strategic thinking and building executive relationships.
Move 1: Narrative Reset
First interaction (your manager asks how your break was):
“It was exactly what I needed. I made it a priority to fully disconnect, and I also spent some time thinking strategically about how we position Operations as a strategic driver for the enterprise in Q1. I’m really clear on three initiatives that I think will have significant impact. I’d love to get your input when you have 20 minutes this week.”
What you just did:
✅ Framed your break as both restorative and strategic
✅ Signaled that you’re thinking at VP level (enterprise impact, not just functional execution)
✅ Created an opportunity to have a strategic conversation with your manager
✅ Positioned yourself as proactive and visionary
Move 2: Energy Audit
Before you dive into email:
You recognize that last quarter you were constantly drained by back-to-back operational meetings that could have been handled by your senior managers. You made three immediate adjustments:
- Protected 9:00 to 11:00 AM Monday/Wednesday for strategic work (blocked on calendar, communicated to team)
- Delegated three recurring operational meetings to senior managers with clear decision-making authority
- Declined two DEI committee meetings that weren’t advancing your strategic priorities (redirected to a colleague who’s passionate about that work)
What you just did:
✅ Protected capacity for strategic thinking (what VPs do)
✅ Demonstrated trust in your team through delegation (leadership competence)
✅ Made strategic choices about where to invest energy (boundary setting)
Move 3: Strategic First Move
January 2nd, 10:00 AM:
Before touching your inbox, you:
- Sent a strategic memo to the COO outlining three Q1 initiatives that connect Operations to enterprise revenue goals
- Scheduled 1:1 strategic conversations with the CFO and CMO to understand their Q1 priorities and explore cross-functional collaboration
- Blocked your calendar for a January 8th strategy session with your team to co-create the Q1 operational roadmap
What you just did:
✅ Demonstrated strategic thinking at executive level (memo to COO)
✅ Built relationships with decision-makers (CFO, CMO conversations)
✅ Modeled strategic leadership with your team (co-creation, not just execution)
The result:
By 11:00 AM on January 2nd, you’ve signaled that you’re operating at a different level than you were in December. You’re not just managing operations; you’re driving strategic value. You’re not just responding to priorities; you’re setting them. You’re not just surviving Q1; you’re leading it.
And you haven’t even opened your inbox yet.
🚧 The Barriers to Strategic Re-Entry (And How to Navigate Them)
Barrier 1: “But I’m already behind! I can’t afford strategic moves; I need to catch up.”
The truth: You’re never caught up. Ever. There will always be more email, more requests, more urgencies. If you wait until you’re “caught up” to make strategic moves, you’ll never make them.
The reframe: Strategic moves create efficiency. Clarity about priorities means you stop wasting time on non-priorities. Delegation creates capacity. Relationship-building creates resources.
You can’t afford NOT to make strategic moves.
Barrier 2: “People need me. I can’t block my calendar or delay responses.”
The truth: People need your leadership, not your reactivity. A leader who’s constantly available for everyone else’s urgencies isn’t leading. They’re fire-fighting.
The reframe: By protecting strategic thinking time and setting boundaries around availability, you’re modeling sustainable leadership. You’re demonstrating what high-performing teams look like: clear priorities, delegated authority, strategic focus.
Your team needs you to lead, not to be constantly interruptible.
Barrier 3: “I don’t have the political capital to make bold first moves.”
The truth for Black women especially: You’re right that you’re under more scrutiny. Your mistakes are magnified. Your boldness is questioned.
But here’s the other truth: Playing small doesn’t protect you. Being invisible doesn’t advance you. Waiting for permission guarantees you’ll be overlooked.
The reframe: Strategic first moves aren’t risky when they’re well-executed and aligned with business priorities. Sending a strategic memo that connects your work to enterprise goals isn’t bold; it’s leadership. Building relationships with decision-makers isn’t political; it’s strategic.
You’re not being risky. You’re being strategic. There’s a difference.
💎 High-Value Leadership℠: Strategic Re-Entry as Competitive Advantage
In High-Value Leadership: Transforming Organizations Through Purposeful Culture, I define high-value leadership as leadership that creates disproportionate impact through strategic intention, not just hard work.
Low-value re-entry: React to whatever’s urgent. Apologize for being away. Immediately revert to pre-break patterns. Burn through recovery within 72 hours.
High-Value Leadership℠ re-entry: Control your narrative. Audit your energy. Make strategic first moves that signal your priorities. Create conditions for sustained high performance throughout Q1.
The difference isn’t effort. It’s strategy.
In Mastering a High-Value Company Culture, I outline how transformational leaders build cultures through intentional first moves that signal values and priorities. Your team is watching how you return. They’re reading your energy. They’re noticing what you prioritize.
Your re-entry sets the tone for how your team will operate in Q1.
If you return frantically catching up, they’ll learn that reactivity is valued. If you return strategically focused, they’ll learn that clarity and priorities matter. If you return with protected thinking time, they’ll learn that deep work is valued over constant availability.
You’re not just returning for yourself. You’re modeling leadership for your team.
And for my Black women leaders: Rise & Thrive: A Black Woman’s Blueprint for Leadership Excellence addresses how to navigate the additional scrutiny we face when we return to spaces that question our commitment and our capability.
Rising means controlling the narrative about your leadership. Thriving means protecting your energy so you can sustain excellence. Excellence means making strategic moves that position you for advancement, not just survival.
Your return is an opportunity to signal that you’re operating at a different level. Don’t waste it on catch-up mode.
📋 The Leader’s Return Checklist
Use this checklist before and during your first 48 hours back:
Before January 2nd:
- ☐ Choose your narrative frame (Sustainability, Vision, or Commitment)
- ☐ Identify your top Q1 priority
- ☐ Plan your strategic first move that signals that priority
- ☐ Block strategic thinking time on your calendar for the first two weeks
- ☐ Review your recurring meetings and identify candidates for delegation or elimination
January 2nd, Morning:
- ☐ Deploy your narrative in first three interactions
- ☐ Make your strategic first move before 11:00 AM
- ☐ Communicate your availability boundaries to your team
- ☐ Check critical messages only (don’t dive into full inbox clearing)
January 2nd, Afternoon:
- ☐ Complete energy audit using the framework in this article
- ☐ Make three immediate calendar adjustments based on audit
- ☐ Have first team interaction that sets tone for Q1
First Week Back:
- ☐ Monitor energy levels daily (are your adjustments working?)
- ☐ Protect strategic thinking blocks (no exceptions)
- ☐ Follow through on strategic first move actions
- ☐ Assess: Is your narrative landing? Is your energy sustainable? Are your priorities clear to your team?
By End of Week 1:
- ☐ You’ve demonstrated strategic leadership, not just catch-up reactivity
- ☐ Your team understands Q1 priorities
- ☐ You’ve built or reinforced key strategic relationships
- ☐ Your energy is sustainable (not depleted)
- ☐ You’ve created conditions for high-performing Q1, not just surviving January
🎯 Why January 2nd Matters More Than You Think
Most leaders treat January 2nd as just another day. Get back to work. Clear the backlog. Catch up.
Strategic leaders know: January 2nd is a strategic inflection point.
How you return determines:
✅ The narrative about your leadership for Q1
✅ The energy you’ll have available for strategic work
✅ The priorities your team understands matter most
✅ The positioning for opportunities that emerge in Q1
✅ The pattern you’re establishing for sustainable performance
You get one chance to return strategically. Everyone else is catching up. You’re three moves ahead.
So make the narrative reset. Audit your energy and protect it fiercely. Make a strategic first move that signals what 2026 is actually about.
Don’t just return to work. Return to lead.
💭 Discussion Questions
Reflect on these or discuss with your leadership team:
1. How have you typically returned from breaks in the past? What narrative did you consciously or unconsciously signal about your time away?
2. Which narrative frame aligns best with your leadership brand and 2026 priorities: Sustainability, Vision, or Commitment? How will you deploy it in your first interactions?
3. When you audit your energy honestly, what percentage of your typical calendar is energy-depleting versus energy-creating? What immediate adjustment would have the biggest impact?
4. What would a strategic first move look like for your top 2026 priority? What’s preventing you from making it on January 2nd instead of waiting until you’re “caught up”?
5. For Black women specifically: How does the additional scrutiny you face impact how you think about strategic re-entry? What narrative or first move would position you most powerfully while navigating that reality?
6. If your team is watching how you return and learning what you value, what do you want them to learn? Is your planned re-entry aligned with that message?
🚀 Next Steps: Your Strategic Return Plan
STEP 1: Choose Your Narrative (Before January 2nd)
Decide which frame aligns with your leadership brand and practice deploying it naturally.
STEP 2: Complete Your Energy Audit (December 31 or January 1)
Use the framework in this article to identify what energizes versus depletes you, then make three immediate calendar adjustments.
STEP 3: Plan Your Strategic First Move (Before January 2nd)
What action will you take before 11:00 AM on January 2nd that signals your top priority?
STEP 4: Download The Leader’s Return Checklist
Get the full implementation checklist and track your strategic re-entry.
[Download the checklist at cheblackmon.com]
STEP 5: Build Ongoing Strategic Leadership Competence
Your return is one strategic inflection point. Building sustained high-value leadership requires ongoing development.
🤝 Work with Che’ Blackmon Consulting
If you’ve realized that your leadership effectiveness requires more than good intentions and hard work, that strategic re-entry and sustained high performance require frameworks and accountability you can’t build alone, we should talk.
Che’ Blackmon Consulting specializes in building High-Value Leadership℠ competence through executive coaching, cohort-based development programs, and organizational culture transformation.
For Individual Leaders:
✅ Executive Coaching for Strategic Leadership
One-on-one coaching specifically designed for leaders ready to move from reactive management to strategic leadership, from survival mode to sustainable high performance.
✅ High-Value Leadership Intensive (Waitlist Now Open)
A transformative cohort-based program that builds the strategic thinking, energy management, and positioning competence that separates good leaders from exceptional ones.
For Organizations:
✅ Leadership Development Programs
Building organizational capability in strategic thinking, energy management, and high-value leadership practices.
✅ Culture Transformation
Creating environments where strategic leadership is developed, recognized, and rewarded systematically.
✅ AI-Enhanced Predictive Analytics
Identifying leadership capacity and energy patterns before they become performance issues.
Ready to develop strategic leadership competence?
📧 admin@cheblackmon.com
📞 888.369.7243
🌐 cheblackmon.com
Additional Resources:
📚 Read: High-Value Leadership: Transforming Organizations Through Purposeful Culture
The comprehensive framework for building leadership that creates disproportionate impact
Get the book: https://books.by/blackmons-bookshelf
🎓 Join the Waitlist: High-Value Leadership Intensive
Cohort-based development for leaders ready to operate strategically, not just reactively
Join: https://adept-solutions-llc-2.kit.com/147712ac25
📖 Read: Rise & Thrive: A Black Woman’s Blueprint for Leadership Excellence
Specific navigation strategies for Black women building strategic leadership presence
🎧 Listen: Unlock, Empower, Transform with Che’ Blackmon
Twice-weekly podcast on strategic leadership, culture transformation, and high-value practices
[Subscribe at cheblackmon.com/podcast]
📺 Watch: Rise & Thrive YouTube Series
Practical leadership content for Black women navigating corporate spaces strategically
Che’ Blackmon is the Founder & CEO of Che’ Blackmon Consulting, a Michigan-based fractional HR and culture transformation consultancy. As a DBA candidate in Organizational Leadership at National University with 24+ years of progressive HR leadership experience, she specializes in AI-enhanced culture transformation and High-Value Leadership℠ development. She is the author of “High-Value Leadership: Transforming Organizations Through Purposeful Culture,” “Mastering a High-Value Company Culture,” and “Rise & Thrive: A Black Woman’s Blueprint for Leadership Excellence.”
Everyone else is catching up. You’re three moves ahead. ✨
Control your narrative. Audit your energy. Make your strategic first move.
Don’t just return to work. Return to lead.
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