The fourth quarter holds a unique tension: pushing through to the end of 2026 with eyes on every prize while putting the finishing touches on your 2027 strategic plan.
“Stakes are at their highest this time of year, and the overlap between the fourth and first quarters requires a tremendous amount of endurance,” says Terry Davis, President and CEO of Our Lady of the Wayside. “Accountability is in rubber-hitting-the-road mode in the fourth quarter. Leadership needs to blue-sky next year while dialing in the specifics for the first quarter. And while it’s a year-round mindset of mine, this is when I think about my ability to be a champion most.”
Smart Business spoke with Davis about how leaders can champion their organizations, and the connection between finishing strong this year and gaining a winning edge for next.
Why is the transition from fourth to first quarter so important for an organization?
Being a champion of people and opportunities is the single most important thing a leader can do to advance their organization’s strategic plan. As a through-line between the two quarters, setting staff up for success translates into wins as companies squeeze every drop out of 2026 while putting in the work to turn 2027’s possibilities into actionable goals and objectives.
Operationally, being a champion in this capacity is an action verb, not an endgame. Done right, it’s an exercise in humility: the champion within a team is not special.
What does it mean to champion?
It takes years of self-determination and self-discipline to acquire the skill set and influence of a leader. That individual development is as vital as it is impressive, and for most people, it’s the top-rung of an excellent career. Championing, however, is a choice that goes beyond the rungs on any organizational ladder — and uniquely, it doesn’t belong solely to the C-suite.
Understanding what a champion is not can provide some clarity:
- It’s not about self. It’s about focusing on outcomes and what others require to get there.
- Champions don’t just want the victory; they want the challenge.
- Failure is not a hard stop, but a motivational tool. Failure is data — a step forward that informs future success.
However, for organizational champions, there is an expectation of winning — and a willingness to compete at a higher level — that comes with being a champion. An effective champion is team-forward, with no tolerance for divas. The focus isn’t just on scoring; it’s also on assists. Target fixation is not an option — the tendency to focus so intensely on a hazard that you inadvertently steer toward it — the focus stays on the win.
Talent, healthy ego and self-confidence are all important qualities in a champion, along with the ability to accept failure and criticism and still move forward. However, it’s the capacity and decision to invest in others to see them win that distinguishes a champion.
How can leaders implement a champion mindset within their organizations?
Champions foster environments where employees can reach, innovate and most importantly, build confidence — even when that reach inevitably brings mistakes or outright failure. They become more willing to stretch, take a shot, recover from a miss and keep moving. They become more willing to champion others.
Basics such as logic, practicality and persistence are valued. Accountability is, of course, shared, but it lands first and foremost on the champion’s shoulders — and they wouldn’t have it any other way.
Call it focus, mindset or philosophy, a champion is there for their staff. That’s champion as a verb. ●
INSIGHTS Thought Leadership is brought to you by Our Lady of the Wayside.
