We have all gotten used to starting a new year the same way. We set goals, name intentions, and commit to new habits and systems. And I get it. I am very much on that bandwagon myself, asking the familiar January question of how I can make this year better than the last.

I have also learned, often the hard way, that January has a way of revealing how much pressure I am actually carrying. I have walked into early-year meetings thinking I was fine, only to realize later how much tension I had brought into the room. Spoiler, I have maybe done this at home too!

In my work with managers and leadership teams, I see this pattern every year. The goals are thoughtful and well-intentioned, but the energy leaders bring into the room often goes unexamined.

What we forget, before we even put pen to paper, is that none of those goals matter if we are not showing up with the right energy.

You can be physically present, attending meetings and checking the boxes, but if the energy you bring is stressed, reactive, impatient, or tense, that presence does more harm than good. You can be deeply committed and highly driven, but if your energy feels heavy or chaotic, it erodes trust and focus. In those moments, leadership is not landing the way we intend it to.

Leadership is not just about showing up. It is about how you show up.

Why energy matters more than intention

Most leaders lead with good intent. That is rarely the issue. The gap almost always shows up in impact.

Decades of research on emotional contagion show that emotions are transferable, particularly from leaders to their teams. Studies published in the Journal of Applied Psychology and led by researchers such as Elaine Hatfield demonstrate that people unconsciously mirror the emotional states of those around them, especially those in positions of authority.

In practice, this means your team is not just listening to your words. They are reading your tone, your pace, your facial expressions, and how you respond when something goes wrong. Stress, urgency, calm, and confidence all move through a team quickly, often without a single word being spoken.

Whether we like it or not, our energy is always communicating.

What stress does to leaders and teams

Neuroscience helps explain why this matters so much.

When stress levels rise, the body releases cortisol and adrenaline. In short bursts, this can be helpful. Over time, especially during periods of chronic stress, it becomes costly. Research published in NeuroImage and summarized by the American Institute of Stress shows that elevated cortisol reduces activity in the prefrontal cortex, the part of the brain responsible for judgment, emotional regulation, empathy, and complex decision making.

At the same time, stress increases activity in the amygdala, the brain’s threat detection center. This shifts leaders into a more reactive state. Patience shortens. Perspective narrows. Communication becomes less clear.

This is why stressed leaders often feel scattered, sharp, or overwhelmed, even when they care deeply and are trying their best. It is not a character issue. It is biology.

And because leaders shape the emotional climate of their teams, that stress rarely stays personal. It becomes cultural.

What sport teaches us about leadership energy

Anyone who has coached a team or played a sport understands this instinctively.

As coaches, we want our teams to win. So we set goals. We design drills. We build game plans. We review performance and adjust strategy. All of that work matters, and no serious coach would skip it.

But no coach believes that a clipboard or a whiteboard alone wins games.

When a coach shows up frantic, angry, distracted, or visibly tense, the team feels it immediately. Players tighten up. They hesitate. They stop trusting their instincts and start playing not to lose instead of playing to win.

Great coaches manage their own energy first. They bring calm when the moment feels chaotic. They offer steadiness when confidence wavers. They regulate themselves so the team can stay focused under pressure.

Performance does not come from preparation alone. It comes from belief, trust, and emotional steadiness.

Leadership at work operates the same way.

You can have the right goals, systems, and strategy in place, but if your energy is rushed or reactive, execution suffers. When your energy is grounded and intentional, people think more clearly, collaborate more easily, and perform with greater confidence.

Energy does not replace preparation. It amplifies it.

Presence without regulation is not enough

Many leaders pride themselves on being present. They show up. They are available. They care.

Presence alone, however, is not the bar.

If your presence is consistently rushed, your team feels pressure. If it is sharp or unpredictable, they feel risk. If it is calm and grounded, they feel safe enough to think, speak, and contribute fully.

Amy Edmondson’s research on psychological safety reinforces this point. Teams perform better when people feel safe to ask questions, make mistakes, and raise concerns. That sense of safety is shaped far more by leadership behavior and emotional tone than by policies or values written on a wall.

This is where energy matters.

A practical reset for the start of the year

Before you finalize goals for your team, pause and ask yourself a different question.

What energy am I bringing into the room?

This applies whether that room is an office, a virtual meeting, or your kitchen table at home. Leadership energy does not turn on and off. It carries.

A few practical ways to reset before you lead:

Slow your pace. When you move and speak more deliberately, your nervous system settles and others follow your lead.

Name what is real. You do not need to perform calm. A simple acknowledgment like, “I know this is a busy start to the year,” creates grounding and trust.

Choose intentionally. Ask yourself how you want people to feel after the interaction. Let that guide how you show up.

The takeaway

The start of a new year does not require you to come in hot with goals, resolutions, and expectations. It requires you to come in steady.

Before strategy. Before systems. Before performance targets.

Your energy is already leading. The real work is making sure it is leading where you intend.