Winning the Wrong Way

What My New Year’s Resolution Taught Me About Measuring Success in 2026

As we enter the last week of January, we’re all facing the same realization that happens every year. Most New Year’s resolutions don’t survive the early weeks. Research shows that roughly 23% of people abandon their resolution within the first week. That’s just the first week!

The failure rate escalates to about 43% who have quit by the end of January. Right about now, as a matter of fact. Only about 8-12% ever fully achieve their goals long term.

These patterns reflect a broader reality in behavior change that we know all too well here at Butler Street Consulting:

Initial motivation dissolves rapidly without clear plans, systems, and metrics that measure performance and productivity, not just outcomes.

Business professionals setting 2026 revenue targets and KPIs should recognize that hitting a number once is far easier than creating repeatable processes that sustain performance long term.

My Personal Experience with Performance Goals

My own experience pursuing a personal performance goal in early 2026 made this distinction unmistakably clear. For context, I participate in a Spin class three to four times a week (See previous blog, "You Have 4 Minutes Left, Make Them Count"). Rankings matter to me, and individual riders are measured against anywhere from 25 to 35 other riders each session.

For most of 2025, I kept finishing third. Consistently. Frustratingly. Predictably. I couldn’t break into second place, no matter how much effort I put in. Because I’m extremely competitive, I set a very specific goal: before the end of 2025, I wanted to rank second at least once. That specificity mattered to me.

I didn’t say “get better.” I didn’t say “improve my spinning.” I defined a clear outcome. And it worked!

I didn’t just hit second place once. I hit it twice against strong competition. Even better, when I reviewed my stats, I was hitting personal bests across multiple performance categories. My goal had been met multiple times, and my improvement was measurable, repeatable, and earned.

Raising the Bar for 2026

For 2026, I raised the bar. My new goal: rank first at least once during the year. And here’s where it gets interesting. There’s one rider named Max who shows up regularly. If Max is in the room, first place is nearly impossible. He’s that good. When he’s there, I am fired up to see if I can beat him. He’s my nemesis and my motivation.

One day earlier this month, I went to class. Max wasn’t there. I didn’t feel great physically. While I gave it my “all” in that class, at least the “all” that I had available that morning, I knew my performance wasn’t exceptional. Then I checked the results.

First place. Out of 28 riders. HOOOOOOORAY!!! I had hit my 2026 goal within four days of the year starting! Unbelievable! Something to celebrate!

And yet, something felt off. When I looked deeper at my stats, none of them were personal bests. Many were below what I’d achieved in 2025 when I ranked second. I had won - but without the elite performance I knew I was capable of.

The Lesson Learned

That’s when the lesson clicked.

Outcome goals tell you if you won. Performance goals tell you if you earned it.

In business, this happens all the time. A team hits their number because a competitor exits the market, one outsized deal closes, or conditions temporarily improve. Leadership celebrates.

But underneath, conversion rates didn’t improve. Sales cycle time didn’t shorten. Execution didn’t level up. That’s situational success, not performance excellence.

Building Repeatable Success

If you’ve already set your goals for 2026, don’t throw them out. Instead, layer underneath them. Ask:

• What must improve for this result to be repeatable?

• What would success look like if conditions were harder?

• Would we still win if "Max" showed up?

  
  

Winning once feels great. Winning builds confidence. Winning breeds winning. But winning because the environment cooperated is a warning signal disguised as success.

As you move through 2026, don’t just ask, “Did we hit the number?” Ask, “Would we hit it again if conditions were tougher?” That’s the difference between hitting a goal and building capability.

Conclusion: A Call to Action

At Butler Street, we are dedicated to helping companies and their people grow by following structural, repeatable processes that are specifically designed to achieve success again, and again, and again. If you want to make this year the best yet for your organization, reach out to me to learn more. Let’s work together to make 2026 a very good year!

References

1. Norcross, J. C., Ratzin, A. C., & Payne, D. (1989). Ringing in the New Year: The change processes and reported outcomes of resolutions. Journal of Clinical Psychology, 45(2), 213–222.

2. Norcross, J. C., & Vangarelli, D. J. (1989). The resolution solution: Longitudinal examination of New Year’s change attempts. Journal of Substance Abuse, 1(2), 127–134.

3. Ohio State University Fisher College of Business. (2015). Why most New Year’s resolutions fail. Lead Read Today. https://fisher.osu.edu/blogs/leadreadtoday/why-most-new-years-resolutions-fail

   
   

The Importance of Continuous Improvement

In the world of business, the journey doesn’t end with hitting a target. Continuous improvement is essential. It’s about refining processes, enhancing skills, and adapting to changing conditions. Just like in my Spin class, where I strive to beat my personal bests, businesses must also aim for excellence beyond just meeting numbers.

Embracing Challenges

Challenges are inevitable. They can be daunting, but they also present opportunities for growth. When faced with obstacles, it’s crucial to analyze what went wrong and how to improve. This mindset fosters resilience and innovation.

The Power of Teamwork

Success isn’t achieved in isolation. Collaboration and teamwork are vital. Sharing insights, strategies, and experiences can lead to breakthroughs. Just as I rely on the energy of my fellow riders, businesses thrive on collective effort.

Setting the Stage for Success

To set the stage for success, establish a culture of accountability. Encourage open communication and feedback. This creates an environment where everyone feels empowered to contribute to the organization’s goals.

Final Thoughts

As we navigate through 2026, let’s remember that success is not just about the numbers. It’s about the journey, the learning, and the growth. Let’s commit to building a future where we don’t just win once but continue to excel, regardless of the circumstances. Together, we can make this year truly remarkable!