Most coaches start January with intentions—things they’d like to do, plan to do, hope will happen.
By February, they’re busy but unclear. By March, they’re wondering why nothing changed.
The difference between intention and outcome is commitment.
Strategy requires agreements—with yourself—about how you operate when the week gets busy.
Here are the three strategic agreements that separate reactive coaches from intentional ones.
Agreement 1: The Subtraction Agreement
What you commit to stopping, removing, or saying no to in Q1
Most coaches add without subtracting.
They layer new services, new ideas, new tactics—without removing what’s not working.
The Subtraction Agreement is a commitment to:
- The client type you will no longer accept
- The pricing model you’re done with
- The service that takes time but doesn’t move your business forward
This isn’t a goal. It’s non-negotiable for Q1.
Subtraction is strategy.
You can’t build depth of excellence when you’re spread across everything. You build it by committing to boundaries—and enforcing them.
The question: What are you agreeing to stop in Q1?
Not “thinking about stopping.” Not “hoping to phase out.”
Stopping.
Agreement 2: The Leverage Agreement
Where you commit to building scalable impact
Leverage = impact without proportional time increase.
Most coaches know they need leverage. Few commit to building it.
The Leverage Agreement forces the choice. There are three primary leverage models:
- Group delivery (clinics, memberships, cohorts)
- Structured engagements (multi-week programs vs. ongoing lessons)
- Partnerships (corporate, club, referral ecosystems)
You don’t need all three.
You commit to one and build it properly in Q1.
That means:
- Designing the model (not just “thinking about it”)
- Pricing it strategically
- Testing it with real clients
- Adjusting based on what you learn
The coaches who scale aren’t the ones with the most hours available. They’re the ones who built leverage into their delivery model.
The question: Which leverage model are you committing to build in Q1?
Not “considering.” Not “planning to explore.”
Building.
Agreement 3: The Positioning Agreement
How you commit to differentiating yourself in Q1
Most coaches compete on proximity and credentials.
That’s not positioning—it’s hope.
Hope that someone nearby needs a coach. Hope that your résumé stands out. Hope that “passionate” and “experienced” are enough.
They’re not.
The Positioning Agreement is a commitment to specificity:
- Who you serve (specifically, not “anyone who wants to improve”)
- What transformation you deliver (measurably, not “reach their potential”)
- Why you’re the strategic choice (provably, not “I care more”)
Generic = replaceable.
Specific = strategic.
Here’s what specificity sounds like:
For sports coaches:
❌ “I help golfers improve their game.”
✅ “I help competitive amateurs lower scores by building practice systems and decision routines that transfer to tournament play.”
❌ “I’m a passionate tennis coach.”
✅ “I work with serious adult players (4.0+) who want to compete at the next level without overhauling their game.”
For consultants / independent experts:
❌ “I help entrepreneurs grow their businesses.”
✅ “I help service-based consultants clarify positioning and build advisory models so their expertise becomes easier to buy.”
❌ “I’m a leadership coach for executives.”
✅ “I work with new VPs navigating their first 90 days—building credibility, managing up, and leading without authority.”
The second version in each pair is a positioning agreement. It’s specific, defensible, and gives the market a reason to choose you over someone closer or cheaper.
The question: How are you committing to position yourself differently in Q1?
Not “someday.”
This quarter.
Why Agreements, Not Decisions
You’ve made decisions before. You’ve set goals before.
Some stuck. Most didn’t.
The difference is commitment level.
Decisions can be revisited. Goals can be adjusted. Agreements are binding.
When you frame Q1 around strategic agreements, you’re not making a wish list. You’re making commitments that define how you operate.
And when something conflicts with your agreement—a client inquiry that doesn’t fit, a partnership opportunity that dilutes your positioning, a service request that adds time without leverage—you have a framework for saying no.
That’s the power of agreements.
They give you permission to protect your strategy.
Your Turn
Take five minutes and write these down:
My Subtraction Agreement for Q1:
I will stop _________________________________.
My Leverage Agreement for Q1:
I will build _________________________________.
My Positioning Agreement for Q1:
I will differentiate by _________________________________.
If you can answer those three clearly, you have a strategic Q1.
If you can’t, that’s not a failure—just clarity about where you need support.
Final Thought
You don’t need a marketing plan in January.
You need strategic agreements.
The tactics come later. The commitments come first.
Smiles,
Dr. Greta
P.S. — Q1 Decision Lab Sprint (Starts Jan 9)
If you want help turning these agreements into a Q1 plan you can actually run, I’m opening a small live sprint:
Q1 Decision Lab Sprint (4 Weeks)
A working room (not a course). Bring real decisions. Leave with decisions you can execute.
Live on Zoom (75 minutes): Fridays at 12:00pm ET
Dates: Jan 9, 16, 23, 30 (2026)
Capacity: capped at 20
Regular price:$249
Early bird:$199 for the first 10 seats
Use code: Q1LAB50 (first 10 redemptions)
Join here:https://payhip.com/b/LibzE
Enrollment minimum (simple + fair):
To keep the room sharp and interactive, the sprint runs live with a minimum of 3 participants.
If minimum enrollment isn’t reached by Wed, Jan 7 at 8:00pm ET, you’ll receive an email with two options:
- a full refund, or
- conversion to a self-paced Q1 Strategy Brief + a 30-minute private Decision Call.
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