Hidden cost of ‘we’ll handle it later’

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OPINION

By Dr Caroline Sekiwano

As we cross the halfway mark of the calendar year, many organisations find themselves in a strange limbo—far from the buzz of New Year’s resolutions and just shy of the year-end rush. But this mid-year moment is more than a breather. It’s a window of powerful opportunity—one that too many leaders overlook with the costly mindset of “we’ll handle it later.”

In reality, mid-year is not just an HR checkpoint—it’s every leader’s most strategic season. What happens in this period sets the tone for how the year ends, how people stay engaged, and whether organisations finish strong or fizzle under the pressure of Q4 surprises.

The first quarter often brings goal-setting intensity, while the final quarter demands deadline-driven execution. Mid-year, however, offers a rare moment of relative calm. The urgency is lower, but the stakes are still high. It’s the perfect time for leaders to pause, assess, and ask: Are we on track? Are our people aligned and motivated? Are we resourcing the right priorities?

Leaders who use this time to reflect and reset position their teams to thrive, not just survive, in the second half of the year.

No matter how precise the annual planning was, by June, real-world conditions—market changes, staffing shifts, new client demands—have likely thrown some plans off course. Waiting until Q4 to acknowledge this is a recipe for rushed, reactive decisions. Instead, mid-year is the ideal moment to course-correct. Department heads and managers should reassess team goals and realign them with evolving organisational needs, ensuring every team’s output is still connected to broader business outcomes.

Mid-year is also when employee engagement often dips. Whether in countries experiencing mid-year holiday periods or regions like Uganda with year-round schooling and consistent climate, this period can bring natural disengagement.

Energy levels drop, routines feel repetitive, and goals start to feel distant. Smart leaders recognise this pattern and act proactively. This isn’t about team lunches or casual team-building events. It’s about re-establishing purpose—revisiting the “why” behind the work, recognising progress made, and involving employees in shaping the rest of the year. A motivated team in June is your strongest asset in December.

This is also the time when organisational culture becomes visible—and fixable. Culture isn’t built during kick-offs or company retreats. It’s revealed in moments of drift, challenge, and change. Mid-year often exposes cracks: communication gaps, disengagement, rising frustration. These are the subtle signals that managers and senior leaders need to pay attention to. Addressing them now—not when things fall apart—prevents deeper issues from taking root and fosters a stronger, healthier workplace.

And let’s not forget the numbers. Mid-year planning isn’t just about people—it’s about money, resources, and long-term outcomes. Leaders who delay workforce planning, headcount assessments, and budget conversations until the final quarter often find themselves scrambling to fill gaps, settle for rushed hires, or sacrifice performance. Delayed planning is expensive planning. But when you plan in June, you invest in sustainable success.

The illusion that “there’s still time” can be organizationally fatal. Leaders who wait until Q4 to act miss the chance to shape outcomes—they’re left reacting to them.

Mid-year offers a gift: a moment to realign vision, reinvigorate people, and strategically steer the second half of the year. It’s not just HR’s season—it’s everyone’s. Smart leaders don’t waste it.

The writer is a human resource and organisational development adviser