Imagine this hypothetical scenario about a digital marketing agency owner.

Marcus owns a digital agency named Morning Coffee. Fifteen employees. Great clients. Revenue growing steadily.

But when he met with his business coach last fall, he was frustrated.

"I know what I should be doing," he told his coach. "I should be doing business development every week. I should be checking our financials monthly. I should be having one-on-ones with my team. But I get busy, and it doesn't happen. Then three months pass and I wonder why we're not hitting our goals."

His coach asked him: "When you don't do those things, is it because you forgot they mattered? Or because something got in the way?"

"Something always gets in the way," he said. "A client crisis. An employee issue. An urgent deadline. There's always a good reason."

Marcus and his team don't have a motivation problem. They have a system design problem.

If your business development only happens when you have extra time and energy, it will never happen consistently. Because you will never have extra time and energy.

If your financial review only happens when you remember it's important, it will never happen consistently. Because something will always feel more urgent.

The solution isn't wanting it more. The solution is designing systems that make it inevitable.

Fast forward: imagine Marcus has built systems where business development happens every single week. Where financials get reviewed on the first of every month. Where one-on-ones with every team member happen quarterly. The difference isn't more discipline. It's better design.

Let me show you how to build systems that work even when you don't feel motivated.

The Problem: Depending On Systems That Require Superhuman Consistency

Here's how most people think about building habits:

"Starting Monday, I'm going to wake up at 5am, exercise for an hour, do two hours of focused work before checking email, spend an hour on business development, review my finances, and plan tomorrow before bed."

• Day 1: Perfect execution.

• Day 2: Pretty good.

• Day 3: Missed the workout, but got everything else done.

• Day 7: Back to old patterns.

They are dependent on a system that required perfect conditions and unlimited willpower.

And when life got messy—a sick kid, a demanding client, a week of bad sleep—the system collapsed.

One of the first things I learned to accept about human nature when it comes to goals: You don't rise to your goals. You fall to your systems.

If your system requires motivation, discipline, and perfect conditions, it will fail. Not because you're weak. Because that's not how humans work.

When you see people who can consistently meet their goals, it's not because they have unlimited willpower. They've just discovered better systems.

The Four Laws of Behavior Change: How to Design Systems That Stick

During our goal setting workshops at Hello Alice, I cover a framework that's adapted from James Clear's Atomic Habits. It's called the Four Laws of Behavior Change, and it explains why some habits stick and others don't.

Here's how to use these laws to design business systems that actually work:

Law 1: Make It Obvious

The principle: You can't do a habit you don't remember to do.

What this means for your business: Don't rely on memory. Build triggers and reminders into your environment.

Examples:

• Instead of "I should do business development," set a recurring calendar block every Monday at 9am titled "Outreach Hour"

• Instead of "I need to review our numbers," set up automatic monthly reports that hit your inbox on the 1st

• Instead of "I should check in with my team," schedule recurring one-on-ones directly in their calendars

Marcus's application: He created a "CEO Monday" calendar template. Every Monday, 9-11am is blocked for business development. No meetings allowed. His assistant knows not to schedule anything there. It's not a suggestion—it's an appointment.

Law 2: Make It Attractive

The principle: You're more likely to do things that feel rewarding.

What this means for your business: Pair habits you need to do with things you want to do.

Examples:

• Only drink your favorite coffee during your weekly planning session

• Do your financial review at your favorite coffee shop, not at your desk

• Listen to your favorite podcast only during your morning exercise or commute

Marcus's application: He loves good coffee. So every Monday morning, he goes to his favorite coffee shop for his outreach hour. The ritual of great coffee + business development became something he actually looked forward to.

Law 3: Make It Easy

The principle: The harder something is to do, the less likely you'll do it.

What this means for your business: Reduce friction. Remove obstacles. Design systems that require the minimum number of steps.

Examples:

• Pre-write email templates for common outreach scenarios (don't start from scratch every time)

• Create a one-page financial dashboard (not a 47-tab spreadsheet you have to build monthly)

• Set up a shared document for team one-on-ones with standing questions (don't reinvent the meeting structure every time)

Marcus's application: He created five email templates for different types of business development outreach. Now on Monday mornings, he's not writing from scratch—he's personalizing templates. A task that used to take 90 minutes now takes 30.

Law 4: Make It Satisfying

The principle: You repeat behaviors that feel rewarding in the moment.

What this means for your business: Build in immediate feedback and celebration.

Examples:

• Track your weekly habit execution on a simple checklist (checking the box feels good)

• Share your wins with someone who cares (accountability + celebration)

• Keep a "done" list, not just a to-do list (seeing progress is motivating)

Marcus's application: At the end of every week, he reviews his "CEO Monday" checklist. If he hit his outreach goal, he texts his business coach: "5/5 this week." That tiny moment of accountability and recognition keeps him consistent.

The Leadership Systems Small Business Owners Need

It's easy to get stuck in the trap of thinking about systems and habits randomly. "I should do more marketing." "I need to check finances." "I should plan better."

But there are six core categories where every small business owner needs consistent habits and systems. I call these your Six Leadership Systems—the foundational routines that keep you effective and your business healthy.

These tie directly to business health. In fact, these six leadership systems support the six functional areas every business must manage (what I call the Six Anchor Areas in the GROWTH Framework: Demand Generation, Conversion, Delivery, Operations, Nurturing, and Profit). Your habits as a leader determine how well those business functions perform.

Here's the framework:

1. Revenue Generation (Business Development)

What it is: The habits that bring in new customers, clients, or revenue.

Why it matters: Revenue solves most problems. Lack of revenue creates most problems.

Example systems:

• Every Monday: Reach out to 5 potential clients

• Every Wednesday: Publish one piece of content (blog, social, email)

• Every month: Run one partnership or referral campaign

2. Financial Management (Money Habits)

What it is: The habits that help you understand and manage your cash, profit, and financial health.

Why it matters: You can't manage what you don't measure. Most small business owners are flying blind financially.

Example systems:

• Every Friday: Review cash position and upcoming expenses

• First of every month: Review P&L and compare to plan

• Every quarter: Meet with accountant or financial advisor

3. Customer/Client Experience (Delivery Excellence)

What it is: The habits that ensure you're consistently delivering great work and building relationships.

Why it matters: Retention is cheaper than acquisition. Referrals are your best marketing.

Example systems:

• Every project completion: Send personal thank-you and ask for feedback

• Every month: Review customer satisfaction scores or survey responses

• Every quarter: Personal outreach to top 10 clients just to check in

4. Team & Operations (People & Process)

What it is: The habits that keep your team aligned, supported, and executing well.

Why it matters: Your business can't scale if everything depends on you. Systems free you.

Example systems:

• Every week: Team standup or check-in meeting

• Every month: One-on-one with each direct report

• Every quarter: Review and update at least one core process document

5. Strategic Planning (Future Building)

What it is: The habits that ensure you're working ON the business, not just IN it.

Why it matters: Without strategic time, you're always reactive. You never build leverage.

Example systems:

• Every week: 2-hour block for strategic project work

• Every month: Review OKRs and adjust course as needed

• Every quarter: Full-day planning session for next 90 days

6. Personal Leadership (Your Own Development)

What it is: The habits that keep you healthy, learning, and growing as a leader.

Why it matters: You can't pour from an empty cup. Your business health mirrors your personal health.

Example systems:

• Every morning: 30 minutes of exercise or movement

• Every week: Read one chapter of a business or leadership book

• Every month: One learning experience (course, conference, coaching call)

An Audit That Shows You Where to Start

Here's an exercise I do in every Advanced Boost Camp. It's uncomfortable, but it's clarifying.

YOUR ANCHOR AREAS SCORECARD

For each area below, rate yourself honestly on a scale of 1-10:

1-3 = Completely reactive, no systems

4-6 = Inconsistent, happens when you remember

7-8 = Pretty good, occasional slip-ups

9-10 = Rock solid, automatic

Revenue Generation (How consistent are your sales/marketing habits?)

Your score: ___

Financial Management (Do you review numbers on a schedule or when panicking?)

Your score: ___

Customer/Client Experience (Do clients get consistent quality or does it vary?)

Your score: ___

Team & Operations (Are one-on-ones scheduled or "whenever we get to it"?)

Your score: ___

Strategic Planning (Do you work ON the business weekly or never?)

Your score: ___

Personal Leadership (Is your own development a system or an afterthought?)

Your score: ___

Now: Identify your weakest area.

Which score is lowest? That's your biggest vulnerability.

If Revenue Generation is low, you're probably inconsistent with sales and marketing—and wondering why growth is unpredictable.

If Financial Management is low, you probably don't know your real profitability—and might be surprised by tax bills or cash crunches.

If Strategic Planning is low, you're probably trapped in operator mode—and can't figure out why you're always busy but never building leverage.

Pick ONE Anchor Area to fix first.

You can't fix all six at once. Pick your weakest area (or the one that would make the biggest impact) and build one system there.

Just one.

When Marcus did this exercise, his scores were:

• Revenue Generation: 3

• Financial Management: 4

• Customer Experience: 8

• Team & Operations: 6

• Strategic Planning: 2

• Personal Leadership: 5

His weakest areas were Revenue Generation and Strategic Planning. He chose Revenue Generation because it was the most urgent—he needed to fill the pipeline.

That's how "CEO Monday" was born.

Real System Design: What a Weekly Routine Actually Looks Like

Let me show you what Marcus's system looks like now—not the fantasy version, but the real one that works even during busy weeks.

Marcus's Weekly Anchor System

Monday: CEO Monday (Revenue Generation + Strategic Planning)

• 9:00-10:00am: Business development outreach (5 personalized emails to target clients)

• 10:00-11:00am: Strategic project time (working ON the business—current project: building the new service offering)

Tuesday-Thursday: Client Delivery Days

• These days are mostly execution—client work, team management, putting out fires

• One standing rule: No internal meetings before 10am (protects morning focus time)

Friday: Review & Plan Day (Financial Management + Personal Leadership)

• 9:00-10:00am: Weekly financial check (cash position, invoices sent, payments received)

• 3:00-4:00pm: Weekly review (What worked this week? What didn't? Plan next week's priorities)

• 5:00pm: Close laptop, start weekend (non-negotiable boundary)

Monthly Rituals:

• 1st of month: Full financial review (P&L, compare to budget, forecast next month)

• Mid-month: Team one-on-ones (rotating schedule, 30 min each)

• Last week of month: Next month planning (What are our top 3 priorities?)

Quarterly Rituals:

• Full-day strategic planning session (review OKRs, plan next quarter, identify what to stop doing)

• Team offsite or deep-dive on one strategic initiative

See how this is realistic? It's not perfect. There are weeks when client emergencies blow up the plan. But the structure is simple enough that even partial execution moves things forward.

Here's what surprises people: Marcus's business development actually improved when he CUT the time from "whenever I can find 4 hours" to "every Monday, 2 hours max." The constraint forced consistency. And consistency at 70% beats occasional perfection every time.

The key: The system doesn't require perfection. It requires consistency.

Finding Your Balance: Systems Evolve, They Don't Start Perfect

Here's what Marcus will tell you: his current system isn't what he started with.

His first attempt at "CEO Monday" was way too ambitious. He tried to block 9am-1pm every Monday for strategic work. It lasted three weeks before client demands made it impossible.

So he adjusted. He shortened it to two hours. He moved it earlier in the day (before client chaos started). He gave himself permission to reschedule it to Tuesday if Monday was genuinely on fire—but only if he actually rescheduled it.

Version 1 failed. Version 3 works.

That's normal. Expected. Part of the process.

Your business is organic. Your systems should be too. They need to adapt to your reality, not force you into someone else's ideal.

The businesses that win aren't the ones with perfect systems. They're the ones that keep iterating until they find what works.

The First Move: Build One System in Your Weakest Anchor Area

Here's what to do this week:

Step 1: Complete the Anchor Area scorecard above.

Be honest. Which area is your lowest score?

Step 2: Design ONE system for that area.

Not five systems. One.

Use the Four Laws:

• Make it obvious: When will it happen? Put it on your calendar.

• Make it attractive: How can you make this enjoyable?

• Make it easy: What friction can you remove?

• Make it satisfying: How will you track and celebrate it?

Step 3: Commit to 30 days.

Don't judge whether it's working after one week. Give it a month. Track your consistency. Adjust as needed.

Step 4: Review and iterate.

At 30 days, ask: "Is this system actually moving my Key Results? If not, what needs to change?"

Here's what I want you to take away: the gap between knowing what to do and actually doing it isn't about willpower—it's about system design.

You already know you should be doing business development consistently. You already know you should review your finances monthly. You already know you should make time for strategic thinking.

The problem was never knowledge. It was that you were trying to remember to do important things instead of making them automatic.

When you design systems using the Four Laws—making habits obvious, attractive, easy, and satisfying—you stop relying on discipline and start relying on structure. When you build those systems in your six Anchor Areas, you ensure that every part of your business gets the attention it deserves, not just the parts that are screaming the loudest.

Your goals are only as good as the systems that support them. Build the systems right, and the goals take care of themselves. That's the difference between businesses that grow steadily and businesses that stall out wondering what happened.

Systems don't require you to be superhuman. They just require you to be intentional.

Start With Existing Habits, Not New Ones: The easiest way to build a new system is to attach it to something you already do consistently. If you always drink coffee at 8am, make that your weekly planning time. If you always review your calendar on Sunday night, add a 5-minute review of your OKRs. Piggyback on existing habits instead of creating brand new ones from scratch.

Design for Your Worst Day, Not Your Best Day: Don't build a system that only works when you're rested, motivated, and have no fires to put out. Build a system that still functions when you're exhausted, distracted, and barely holding it together. If your system requires optimal conditions, it will fail when life gets real—which is exactly when you need it most.

Use Implementation Intentions: Research shows that people who use "if-then" planning are 2-3x more likely to follow through. Instead of "I'll do business development on Mondays," try: "If it's Monday at 9am, then I will send 5 outreach emails before checking Slack." The specific trigger makes the behavior automatic.

"If I only did this one system for 90 days, would it meaningfully move my business forward?" This reveals whether you're focusing on the right system. If consistent execution of this habit wouldn't actually impact your Key Results, pick a different system. Don't waste time on habits that feel productive but don't matter.

"Can I do this system even on my worst, busiest, most chaotic week?" This reveals whether your system is realistic. If it only works when conditions are perfect, it's not a system—it's a wish. Scale it down until it's doable even when everything goes wrong. Consistency at 70% beats perfection at 10%.

Goals don't fail because you lack motivation. They fail because you lack systems. Stop trying to be more disciplined. Start designing your environment, your schedule, and your habits to make the right actions inevitable. Get this right, and execution stops being a daily battle and starts being your default mode.