The final quarter has a pressure all of its own. Targets are looming, priorities are competing and diaries are filling up. And after the change of pace that summer often brings, teams are suddenly being asked to find another gear.

For many managers, the instinct is to go straight to the numbers. What needs to be delivered? Where are the gaps? What do we need to do between now and the end of the year? All important questions, but there’s another one worth asking: what does my team need from me to perform at their best?

The answer won’t be the same for everyone, but here are three areas to focus on in the final quarter.

1. Find out what motivates each person

For some people, it’s recognition or reward. For others, it’s autonomy, purpose, mastery, creativity or security. The easiest mistake a manager can make is assuming what motivates them will motivate everyone else.

Instead, ask your team:

  • What matters most to you right now?
  • What are you working towards?
  • What would make the next three months feel meaningful?

Understanding individual motivators can help you set goals that don’t just serve the business but genuinely engage the person responsible for achieving them. When people understand what they’re working towards (and why it matters to them), they are more likely to take ownership, stay committed and keep going when the pressure builds.

2. Get the level of challenge right

Your strongest performers may be the people you’re least worried about as you head into Q4, but that doesn’t mean they need less of your attention. High performers often have both the skill and the motivation to deliver great results. The challenge for managers is to keep stretching them without simply piling on more work.

Set goals that challenge them and give them opportunities to grow but keep an eye on workload and wellbeing too. Breaking bigger objectives into achievable milestones can help maintain momentum without allowing the pressure to become overwhelming. Remember, stretching someone and over-stretching them are two very different things.

3. Don’t save feedback for the year-end review

If something is working, say so. If something could be better, talk about it now. Specific, timely feedback gives people the chance to act on it while it still makes a difference. And don’t forget to let it flow both ways by asking your team:

  • What’s getting in your way?
  • What support do you need?
  • What could I do differently?

These conversations can help you identify potential issues before they escalate, build trust and give your team the support they need to deliver.

Set your team up for a strong finish

Success in the final quarter doesn’t come from simply asking people to work harder. It comes from the opportunity to reset, refocus and reconnect. By understanding what motivates them, giving them the right level of challenge and keeping feedback flowing, you will help your team perform at their best and build momentum for the year ahead.