Stop, Start, Shift, Continue

The Best Questions to Ask Before Year-End

“What will we continue to do?” Because recognising what’s working is just as important as spotting what isn’t. Late in the year is the perfect time to stop just reporting and start rethinking You’ve got months of real data to work from – and still enough time left to make changes that count.

And I’m not the only one saying this.

👉 Forbes explains that this point in the year is a smart opportunity to seize control of your strategy. They allow you to reassess goals, fine-tune your direction, and respond to changing market conditions before the end-of-year scramble hits.
Read more from Forbes here

👉 Another Forbes article explains the value of strategic adjustments now - recommending this time of year to review performance indicators, evaluate alignment with your purpose, and make practical changes to ensure strong outcomes. See the article here

The message is clear: waiting until the very end of the year to review and reflect may be too late. Late Q3 gives you the chance to course correct—not just recap.

The Action Grid

A Simple Way to Sort What’s Working and What’s Not Working

To make your late-year management review practical - not just reflective - use this simple decision-making tool: the Action Grid.

It helps you and your team make clear calls on where to adjust, where to stay the course, and where to make space for something new.

It’s not about reporting everything—it’s about choosing what matters next.

The Four Quadrants Explained

⚫ Stop Doing

Low value and ineffective. These are the timewasters, outdated habits, or activities no longer serving a purpose.

Let these go—they’re just taking up space.
Examples could be:

• Manually retyping audit findings into multiple systems
• Chasing paper-based forms when a digital option exists
• Running training with zero feedback or evaluation loop

🟣 Start Doing

High value but not currently happening. These are gaps or opportunities—things that could make a real difference but haven't been actioned yet.

These are missed opportunities—time to act.
Examples could be:

• Tracking trends in nonconformance data, not just individual incidents
• Regular reviews of external risks (e.g. new laws, supply chain issues)
• Consulting with staff before setting objectives—not just after

🟠 Do Differently

High value, but not working well right now. The intention is right, but the execution needs to change. These are ripe for improvement.

Still worth doing—but fix the how.
Examples could be:

• Your management review is happening, but it’s just a report, not a strategic discussion
• You’re gathering customer feedback—but only looking at the complaints
• Objectives are set—but no one knows them beyond the Quality Manager

🔵 Continue to Do

High value and effective. These are your strengths. Don’t overlook them—protect and sustain them.

Protect what works—don’t reinvent these.
Examples could be:

• A risk register that’s regularly reviewed and actually used
• Strong document control process that staff find easy to access
• Internal audits that focus on real improvement, not just box-ticking

Quick Activity:
Use the Grid in 15 Minutes

Grab a blank version of the Focus Shift Grid (or draw one).

1. List 5–10 key activities from your management system—think audits, reporting, objectives, training, etc.
2. For each one, ask:

         • Is it currently effective?
         • Is it delivering high value?

3. Place each activity in the quadrant it fits.
4. Choose one action to take from each quadrant:

         • One thing to stop
         • One thing to start
         • One thing to do differently
         • One thing to keep doing

Tip: Use this in your next management review meeting. Ask your team to fill it out beforehand—it’s a great conversation starter and decision-making tool.