Donald Deibler, a Pennsylvania-based business owner who manages All Stars Ice Cream and Cafe Bakery and supports his wife's ownership of Dead Horse Beer and Burritos, has adopted a personal policy that goals must be written down to count. The approach, which he has used for years, is now being articulated publicly, offering a potential blueprint for other small business operators juggling multiple priorities.
Deibler sets yearly goals every January 1 and monthly goals at the start of each month. Both lists stay visible and shape daily decisions rather than being filed away. "I like to set yearly goals every January 1st and monthly goals at the beginning of every month," Deibler said. "I keep these in the back of my mind daily." The discipline, he notes, is in the follow-through.
The policy matters because Deibler runs two food and beverage operations, each with its own set of objectives. All Stars Ice Cream and Cafe Bakery requires attention to seasonal demand, staffing, and inventory, while Dead Horse Beer and Burritos operates with a different customer base and product mix. Written goals help him divide attention without losing track of either business. "By taking everything one task at a time," he said, describing how he handles moments of doubt. A large yearly target is broken into monthly steps so it never feels overwhelming.
For Deibler, success is measured internally. "By accomplishing your goals and exceeding past that," he said. There is no external scorecard; he checks his own list against his own results. This self-directed standard, he argues, keeps the focus on continuous improvement rather than outside validation. When one goal is met, he sets a new one. "By setting new goals," he said, is what continued growth looks like.
The habit extends beyond business. Deibler credits his family, including his parents and siblings, as his biggest influence. Growing up with five siblings in Donaldson, Pennsylvania, taught him to manage multiple priorities early. He has also stayed involved with local youth sports donations and volunteer coaching, commitments that run on a calendar rather than good intentions. "Hard work and a positive attitude," he said, are the qualities that determine whether a list gets finished. He gauges his overall success "by my own standards."
The implications for the regional business community are straightforward. As small food and beverage operators face thin margins and constant operational demands, Deibler's written-goal policy offers a low-cost, replicable method for maintaining direction. It requires no software or consultants, only a pen and a consistent routine. For entrepreneurs in Long Beach and surrounding areas who are managing multiple ventures, the approach could help translate broad ambitions into monthly actions, reducing the risk of one business overshadowing another. Deibler's example suggests that formalizing goals in writing is not a marketing device but an operating rhythm that can keep two enterprises moving in the same direction.
