53. The Season You Are Actually In

I used to rush seasons. If things were slow, I’d try to speed them up. If things felt uncertain, I’d try to force clarity. If momentum dipped, I’d push harder. It felt like the right thing to do. Stay active. Stay moving. Stay ahead. But

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I used to rush seasons.
If things were slow, I’d try to speed them up.
If things felt uncertain, I’d try to force clarity.
If momentum dipped, I’d push harder.

It felt like the right thing to do.

Stay active. Stay moving. Stay ahead.

But looking back, most of that effort wasn’t progress.

It was resistance.

Resistance to the season I was actually in.

Because every season asks something different of you.

There are seasons for building.
Seasons for waiting.
Seasons for deciding.
Seasons for recovering.

The problem is, we don’t always like the one we’re in.

So we try to operate as if we’re in a different one.

We try to scale when we should be stabilizing.
We try to decide when we haven’t learned enough yet.
We try to push when what we really need is space.

And that mismatch creates friction.

You feel busy, but nothing flows.
You put in effort, but results lag.
You question yourself, when really it’s just poor timing.

I started noticing this in my own work.

There were moments I thought I lacked discipline.

But what I actually lacked was alignment.

I was solving for speed in a season that required patience.

That’s when something shifted for me.

Instead of asking, “How do I move faster?”

I started asking, “What does this season require?”

That question slowed me down in the right way.

Because once you name the season, your role becomes clearer.

If it’s a building season, you focus on inputs.
If it’s a waiting season, you protect energy and observe.
If it’s a decision season, you lean into clarity and action.
If it’s a recovery season, you create space without guilt.

Same effort.

Different direction.

And direction is what determines whether effort compounds or drains you.

Here’s what I’ve been practicing.

At the start of each week, I define the season I’m in.

Not for the year. Not for the quarter.

Just for now.

Then I ask one simple question.

“What does a good week look like in this season?”

Not an impressive week. Not a full week.

A right-aligned week.

Sometimes that means fewer meetings.
Sometimes it means one hard decision.
Sometimes it means doing less, on purpose.

That last one is the hardest.

Because doing less can feel like falling behind.

But in the wrong season, doing more is what actually sets you back.

If you try anything this week, try this.

Pause before you plan.

Ask yourself:

“What season am I actually in right now?”

Be honest with the answer.

Then adjust your expectations to match it.

Not every season is meant to produce visible results.

Some are meant to prepare you for them.

And if you’re in a season that feels slower or unclear, I’d be interested to hear how you’re thinking about it.

What is this season asking from you right now?

— Jonathan

P.S. Pushing harder can feel like progress. Alignment is what actually moves things forward. If you’ve been feeling friction in your current season, a simple conversation can help you see what it’s really asking of you. Reach out to me – I’ll guide you.

Disclaimer: This newsletter is intended for general informational and reflective purposes only. It does not constitute financial, legal, or professional advice. Please consider your own circumstances and consult an appropriate professional before making decisions.

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Jonathan Maharaj

Jonathan Maharaj FCPA is a strategic adviser, founder and speaker helping ambitious individuals and business leaders make wiser decisions with money and the judgement that surrounds it. A Fellow of CPA Australia with over 20 years' experience in audit, compliance and strategic finance, he was named the #1 LinkedIn Creator in New Zealand by Favikon (30,000+ followers) and has been featured in Forbes, the New York Times and CBS. Jonathan is currently studying for his Management Master's degree at Harvard University, alongside a Master's from the University of London, and writes on financial wisdom, leadership judgement and strategic authority.

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