Do EOS, not NY resolutions

Posted on by michael nitschke
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I’m opening up five spots for calls this month. 

Bring a business problem you’re having or your goals for 2026. In one hour, I’ll help you set up your year for success. 

Book your spot before they fill up. 

The start of the year is full of momentum (that tends to taper off by February). Look into the data of new year resolutions. Most people give up on their goals before they even get started. 

This is why I believe business owners should focus on doing EOS instead of new year resolutions. You start with the end in mind (10 years from now), then reverse engineer your success. 

Your goals for the year will still be in there, but you zoom out first, then get granular. 

Here’s how to think about it: 

EOS starts with the 10,000 foot stuff – your vision, values, reason for existing, niche, and 10-year plan. 

Then, you reverse engineer this by drilling down into the three-year plan, one-year goals, 90-day rocks (projects), scorecard, and issues list. 

This all moves into motion with the Leadership Level 10 Meeting, Department Level 10 Meeting, quarterly offsites, and annual celebration. 

In short: 

  • 10-year target 
  • 3-year picture 
  • 1-year plan 
  • 90-day rocks (projects/priorities) 
  • Weekly meeting rhythms and quarterly off-sites. 

Here’s why the EOS system is so powerful in action, over resolutions. 

  • Data drives action (the scorecard) 
    By tracking KPIs (previously agreed upon), we can review progress and discuss issues/actions. Data helps us revise or achieve our targets, and iterate if we need to. Connecting the granular with the grandeur helps us achieve daily doing and long-term goals. 

  • To-do items need a next step 
    Action items need to be discussed, documented, assigned a person and a deadline. These to-dos are added to the agenda in the next meeting, rather than forgotten about / not checked off. 

  • Centralising issues list helps prioritise solutions 
    By putting all of our issues (big and small) in one central dashboard, we can decide which is most pressing to solve. This empowers employees and unifies departments, coalescing around a shared purpose. 

  • Setting up the new quarter 
    It’s just as important to review where we’ve come from and where we’re going. To celebrate the wins and position ourselves to achieve the next milestones. 

  • Right people in the right seats 
    Having the right people that have shared values, sitting in the right seats (roles), has helped me navigate personnel decisions better as a leader. 

    It’s simple, but not easy to execute: 

  • Right people: Are they a vision and values match? 

  • Right seats: Do they get the role? Do they want the role? Do they have capacity for the role? 

  • Organisational chart for clarity 
    How many businesses create (and iterate) an organisational chart? Not many, if any. It’s not just a throwaway business plan, but rather a visual map of the organisation, its roles, and the people who sit within each seat. 

As the business and people change, keeping an up to date organisational/accountability chart ensures all tasks are being met, there’s minimal overlap, and clarity of responsibilities.

  • You never really ‘arrive’ 
    We’ll never fully complete the EOS model, because the conditions are always changing. There’s always elements to add or adjust in each quadrant (Vision, Data, Process, Traction, Issues, People). 

That’s the thrilling part about business. It’s ever-changing and the journey never ends. 

Do this for 2026 and watch your business have the best year ever. 

Do you want help scaling your business? Make sure you’re on this list. I write this for ambitious leaders who want to break free from business-as-usual.