Most business owners are sitting here in early January without any real plan for 2026 because they're still trying to close out 2025.

Steve makes the case for one single measurable outcome that determines a successful year while Brad pushes back with the reality of "we just want more" thinking.

Using gross margin improvement as an example, we walk through how to get every department aligned on the same goal, why supplier accountability is an untapped opportunity, and how to turn objectives into 12-week strategies.

We also tackle why leadership is hard when you actually have to make decisions, how the Hoshin planning system creates 81 squares of complexity nobody needs, and why squirrels with shiny objects will always try to derail your focus unless pet projects directly support your singular goal.

Highlights:

• Why "we just want more" or "we want better" fails without defining what that actually means in measurable terms.
• The trust but verify approach to supplier invoices especially around tariff line items that might have been passed through five times.
• How employees come back with excuses about SAP tickets and IT problems when you give them nine goals instead of one clear focus.
• The danger of operating in a one-year vacuum where beneficial three-year projects get killed because they hurt this year's numbers.
• Why amazing things happen when you make actual decisions instead of living in "I'll think about it" mode that keeps everyone guessing.

Subscribe to Blue Collar BS for more real conversations about running and growing your business. Share this episode with a business owner who's still trying to figure out what 2026 looks like.

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Brad Herda:

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