I used to treat January like some kind of corporate New Year's resolution—load up the calendar, commit to everything, convince myself this would be the year I finally got it all done.
Then I'd hit a wall mid-February, wondering why I felt like I'd already run a marathon when the year had barely started.
Sound familiar?
I finally figured out what I was doing wrong after the humbling experience of dropping out of the Keys 100 at mile 60. Turns out, the same mistakes that made me bail on that race were the exact ones I was making in business every January.
I was sprinting when I needed to pace myself, burning matches I'd need later, and comparing myself to people running completely different races.
Here's what's helped me actually make it through Q1 without feeling like I need a vacation by March:
4 Rules for Running the Long Race in Q1
Rule #1 — Plan Checkpoints Like Aid Stations
In hundred-mile races, you survive by knowing exactly where your aid stations are and what you'll need when you get there. You don't just hope you'll figure it out when you get there.
Specificity is key. Intention is non-negotiable.
These days, I mark three specific dates on my calendar—usually end of January, mid-February, end of March. At each one, I know what needs to be done and what it'll cost me to get there. Not vague stuff like "make progress on growth strategy," but actual deliverables I can check off.
Maybe you want to launch the new onboarding system by January 31st. Finish the leadership restructuring by February 15th. Have the Q2 hiring plan ready by March 20th. Whatever it might be for you in your business.
The idea is that when we hit those checkpoints, we actually stop and assess whether we’re still on pace or about to crash and burn. When things go sideways, it's usually because I ignored the warning signs at the first checkpoint and just kept pushing.
Rule #2 — Stop Trying to Keep Up With Other People's Pace
I once made the rookie mistake of trying to hang with runners who were way better trained than me. My ego wanted to prove I belonged in their pack. My body had other plans, and the race humbled me.
I do the same thing in business if I'm not mindful. Someone else launches something aggressive, and suddenly I'm convinced we need to match it. Another CEO restructures their whole company, and I start questioning our approach. It's exhausting, and worse—it's stupid!
Their company isn't my company. Their capacity isn't my capacity. Their goals probably aren't even my goals.
When I'm tempted to copy what someone else is doing, I ask myself one question: "Can we actually maintain this for twelve months?" If the answer's no, we're not doing it. I don't care how impressive it looks or who else is doing it.
That's harder than it sounds when you're competitive by nature, but it's saved me from some really dumb decisions.
Rule #3 — Manage Your Energy Like It's Finite (Because It Is)
Everyone talks about time management. Almost nobody talks about energy management, which is even more critical.
In ultramarathons, you don't go all-out for a hundred miles. You calibrate constantly—adjusting based on terrain, temperature, and how your legs feel. Some sections demand everything you've got. Others require you to pull back and conserve.
I finally started treating my workdays the same way. My best hours (early morning, usually 5 to 8 AM) are for that deep work that demands my everything: strategy, team development, the big decisions that need a clear head.
Everything else gets scheduled around that, and if something's draining energy without producing results, it gets cut. I've become pretty ruthless about this because I know what happens when I'm not: poor decisions made when I’m running on empty.
Rule #4 — Learn That Walking Isn't Quitting
Good ultramarathoners walk sometimes. They walk the brutal uphills to save energy for later sections where they can run strong. It's strategy, not weakness.
Took me way too long to apply this to Q1.
One January, we had this marketing campaign ready to go—months of planning, solid strategy, the whole thing. But our team was already stretched from year-end client work. We could have pushed through and made it happen. We also could have created total chaos and burned everyone out.
So we walked. Shelved it until March, when we actually had capacity. The campaign ended up performing better because we weren't executing it while exhausted and resentful.
Knowing when to slow down or pause something isn't the same as quitting. Sometimes it's the smartest move you can make.
Still Figuring This Out
Look, I still mess this up sometimes. I still occasionally overcommit in January or try to match someone else's pace when I should be focused on my own race.
But most years now, I make it through Q1 without feeling like I need to recover for a month. The business gets stronger instead of more chaotic. And when December rolls around, I've actually got energy left instead of limping to the finish line.
I'm curious—what's the biggest mistake you've made in a Q1 push? I've made plenty, and I'm always looking to learn from other people's hard lessons, too.