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Every January, we run the same experiment and act surprised by the outcome.
Gym memberships spike. January is the single largest month of the year for new gym sign-ups in the United States. Industry data consistently show that roughly 12–15 percent of annual gym memberships are sold in January alone.
“Dry January” makes its annual return. Diets begin. Fitness trackers get charged. Optimism is high.
And then February shows up.
Research summarized by Forbes shows that fewer than 50 percent of people are still following their New Year’s resolutions six months later. Long-standing behavioral research also shows that roughly 80 percent of resolutions are abandoned by mid-February, with only single-digit percentages sustained through the full year.
This is not a motivational problem, it is a design problem, and it matters to leaders because the same pattern plays out within teams every year.
The Resolution Trap
As teams return to work, whether virtually or in person, they dust off the business plan, schedule the kickoff meeting, and begin sharing team New Year’s resolutions.
- We will communicate more effectively.
- We will not set overly aggressive growth goals.
- We will not overcommit to clients.
- We will be more disciplined.
It sounds thoughtful. It feels responsible. Yet it rarely changes outcomes.
Resolutions are backward-looking. They are reactions to last year’s frustrations, framed as avoidance. They focus on what the team hopes not to repeat rather than on clearly defining what the team will do differently.
Behavioral science has shown for decades that people and teams sustain change more effectively when goals are framed around progress and gains rather than loss and restraint. Goals focused on stopping behavior trigger resistance, while those focused on building behavior create momentum.
Teams fall into the resolution trap because avoidance feels safe. In practice, it leaves execution vague.
The Shift That Works
High-performing teams do not operate on resolutions, they operate with positive intent. Positive intent is a clear statement of what the team will do, how it will do it, and why it matters. It is not motivational language, it is operational clarity.
Here is the difference in practice.
Instead of saying, “We will not overcommit to clients this year,” a team states with positive intent, “We will design our service calendar, so clients receive proactive outreach at predictable moments aligned with their priorities.”
Instead of saying, “We will not set unrealistic growth goals,” they say, “We will pursue growth that aligns with our capacity model to keep client experience and team energy strong.”
Instead of, “We need to communicate better,” they say, “We will hold a weekly team huddle with clear agendas and shared visibility so decisions are made once and executed consistently.”
McKinsey research on team effectiveness consistently shows that teams with clarity around behaviors, roles, and operating norms deliver stronger performance, better decision quality, and higher engagement.
An Actionable Idea for Your New Year Kickoff
As your team returns to work after the holidays, this is the moment when tone is set.
Before calendars fill up and urgency takes over, pause and be intentional about bringing the team back together.
As you plan your New Year kickoff meeting, replace team resolutions with a structured conversation that clarifies direction, reinforces trust, and sets a positive tone for the year ahead. A well-designed kickoff does more than align goals. It shapes how the team thinks, decides, and executes over the next twelve months.
Consider using a five-part framework that consistently works for high-performing teams.
Part One. Refine OKRs (Objectives and Key Results) for the Year
Start with outcomes, not activity.
Clarify what success looks like by year-end and how it will be measured. Objectives should reflect client value and business impact. Key results should be specific, observable, and owned.
Questions to explore:
- What must be true by the end of this year for clients to say the experience improved?
- What results will tell us we delivered?
Part Two. Set Clear Priorities with a Clear Why
Most teams face priority overload.
Identify the top three priorities that will drive those outcomes. Connect each priority to why it matters to clients and the team.
State each priority with positive intent. This gives the team a clear decision-making filter for the year ahead.
Part Three. Celebrate the Previous Year
Even if you celebrated in December, celebrate again.
Recognition reinforces behavior. Reflection builds judgment. Talk openly about what worked and what did not work.
High-performing teams convert experience into learning rather than rushing past it.
Part Four. Build Cohesion Through Shared Experience
Execution depends on trust. This does not require forced fun. It requires shared experience. Volunteer together. Share a meal. Recognize teammates for behaviors that reflect your values. Reinforce that this is a team, not a collection of individuals.
McKinsey’s research on team health shows that teams with stronger relational bonds perform better under pressure and adapt more effectively to change.
Part Five. Personal Growth Stated with Positive Intent
Close the meeting by asking each team member to state, with positive intent, one way they will learn, grow, or improve personally or professionally this year.
Not resolutions. Clear intent.
Examples:
- I will deepen my technical expertise to serve clients with greater confidence.
- I will strengthen my leadership skills through regular feedback and reflection.
- I will invest in my health, so I show up with more energy and focus.
Teams do not grow unless individuals do. When development is named and normalized, learning becomes part of the culture.
A Recommended Read for Leaders
If this shift from resolutions to positive intent resonates, there is a short, practical book worth reading: A More Beautiful Question, written by Warren Berger.
The idea is simple. Questions drive better behavior than declarations. When people replace rigid resolutions with thoughtful, forward-looking questions, engagement lasts longer and learning remains active throughout the year.
Five Coaching Questions to Reframe Resolutions for the Year Ahead
Use these questions personally, with your leadership team, or during your kickoff meeting.
- What would meaningful progress look like for you this year if you focused on learning rather than perfection?
- What behaviors, when consistently practiced by our team, would most improve the experience our clients have by year-end?
- Where would greater clarity have the greatest impact on how our team works together this year?
- Which capability do you want to strengthen to make you more valuable to the team and your clients?
- If we were twelve months ahead and saying, “This was a strong year,” what would we have done differently starting now?
The Bottom Line
Resolutions feel productive in January. They rarely survive February. Positive intent creates clarity, accountability, and lasting momentum. High-performing teams skip resolutions and focus on how they will think, work, and grow together.
Questions Financial Advisors Often Ask
What is the main reason New Year’s resolutions fail for teams?
New Year’s resolutions fail because they are backward-looking and framed around avoidance. They focus on what teams want to stop doing rather than clearly defining new behaviors, which leaves execution vague and unsustainable.
What is the difference between resolutions and positive intent?
Resolutions focus on avoiding past mistakes, while positive intent clearly defines what a team will do, how it will operate, and why it matters. Positive intent provides operational clarity instead of motivational language.
What are the five parts of an effective team kickoff meeting?
An effective kickoff meeting includes refining OKRs, setting clear priorities with a clear why, celebrating the previous year, building cohesion through shared experience, and stating personal growth with positive intent.
How do clear priorities improve team performance?
Clear priorities reduce overload and give teams a decision-making filter for the year. When priorities are connected to why they matter, teams make better choices and stay aligned.
Why should personal growth be included in team planning?
Teams do not grow unless individuals do. When personal development is stated with positive intent and normalized, learning becomes part of the team culture.
