Running a business for more than two decades has taught me that clarity and direction matter just as much as work ethic. I have always been a driven person, whether it was playing varsity sports growing up in Massachusetts, pushing myself in the gym, or growing my company year after year. But even with strong motivation, it is easy to get caught in the day-to-day demands and lose sight of where you’re heading next. That is why one simple exercise has become a core part of how my business partner, Richard, and I stay focused. It keeps us grounded in today, honest about tomorrow, and prepared for the future.
The Origin of the Paper Exercise
The idea came from a moment years ago when both of us felt overwhelmed. We were juggling customer growth, travel, shifting markets, and the usual challenges that come with running a representative group in a fast-moving industry. We needed a clear way to think about the future without overcomplicating things.
One afternoon, I grabbed a blank sheet of paper, turned it face down, and slid it across the table to Richard. I told him to write where he wanted to see the company in one year, three years, and five years. I did the same on my own sheet. We flipped over the papers, looked at what we had written, and talked through each point. It seems almost too simple, but it helped us separate the noise from the vision. That first exercise set the tone for how we have planned ever since.
Why One, Three, and Five Years Matter
People often talk about long-term goals, but long-term can feel too far away to be useful. On the other hand, focusing only on immediate tasks makes it hard to see the big picture. The one, three, and five year breakdown gives us structure that feels realistic. One year is close enough to motivate us to take action. Three years gives us space to think about growth and new opportunities. Five years pushes us to think bigger.
These timeframes help us look at the business from different angles. In one year, maybe we want to expand a customer relationship or strengthen our partnerships with key accounts. In three years, maybe we want to bring in new reps or add new territories. In five years, we might be thinking about larger strategic moves or new markets. Having these stages written down keeps the business grounded but also moving forward.
Honest Conversations Create Better Goals
When we flip over the papers, we are not always aligned. Sometimes we write the same goals. Sometimes we are totally different. But that is the point. The exercise forces honest conversations about what each of us sees for the company. If something does not match, we work it out. If something seems too ambitious or too conservative, we talk through it. These open conversations have prevented misunderstandings and pushed us to think more clearly.
One thing I learned early in my career is that success requires listening and understanding your own strengths and weaknesses. This exercise brings that lesson to life. If I write something that I know is not realistic, I have to admit it. If Richard writes something that challenges me, we talk about how to make it possible. It has become one of the best internal accountability tools we have.
A Simple Tool for a Complex Industry
Working in tech manufacturing sales can be unpredictable. Markets shift, companies merge, supply chains move, and customers have evolving needs. I have seen this firsthand from my start at Dynamic Details in 2001, through acquisitions, and eventually launching RMS Sales in 2014. You cannot control everything, and I have learned that the hard way. But you can control how you prepare.
The paper exercise helps us make smart decisions in an industry that never sits still. It gives us a clear direction so that when challenges come up, we are not reacting blindly. Instead, we can pivot while still staying aligned with the goals we set.
The Power of Looking Ahead Together
My partner and I have different strengths, which has always been a positive thing. When we set goals together, we are combining two perspectives that make our company stronger. This matters because success is not just about one big win. It is about steady progress over time. This is something I learned years ago when I pushed myself harder after falling short of the highest dollars booked award at DDI. I realized that small consistent actions are what create long-term results.
Setting goals each year helps us stay consistent. The exercise also reminds us that personal growth matters just as much as business growth. Some years the company does incredibly well, but I might have personal or physical challenges. Other years I feel strong personally while the market slows down the numbers. The one, three, and five year plans help me see these patterns and understand how to keep both sides moving forward.
Why Simple Still Works
People often look for complicated planning systems or complex software to map out their future. There is nothing wrong with that, but I believe simple tools can be just as effective. A blank sheet of paper and honest conversation have guided some of the most important decisions I have made. The simplicity keeps us focused. There are no distractions, no graphs, and no outside influence. Just clarity.
This exercise keeps our company aligned, motivated, and moving toward the next step. It reminds me that success does not come from grand gestures. It comes from steady growth, honest reflection, and staying focused on what you can control. And for us, it all begins with two pieces of paper turned face down on the table.