As we head into 2026, many small business owners will pause to decide where to place our energy for the year ahead.
Based upon our experience of what works best for alumni of our Help to Grow Management Course, here are six thoughts about where that energy might be best directed for your small business New Year’s resolutions in 2026.
1. Embrace resilience as a growth strategy
Small business leaders know how quickly conditions can shift. Most are dealing with changing market conditions, recruitment challenges, or shifts in customer expectations, often all at once.
The most successful leaders build resilience deliberately: encouraging adaptability, involving teams in finding solutions, and creating space for new ideas.
These foundations allow businesses to move forward even in unsettled times. The most resilient SMEs that I have worked with do exactly that – facing down uncertainty while maintaining a competitive edge.
2. Let go of imposter syndrome
Confidence is one of the major barriers to growth for SME leaders. Whether a highly regarded, technical expert with limited business knowledge, or a second-generation family leader stepping into the top job, many entrepreneurs realise that they need to work on their own confidence before they can steer their business forward with greater clarity. This might mean developing their knowledge of practical business frameworks, or building a support network to boost their confidence.
Louise Morgan, founder and director of TMPR, said:
“For me personally, imposter syndrome is a deep-rooted feeling that my company has been built on luck rather than by design. Our growth doesn’t feel earned, it feels accidental. The key for small business leaders is to be able to identify this challenge in themselves and take advantage of support networks to overcome the threat of feeling like a fraud.”
Many will recognise this feeling during periods of significant change. A practical approach helps: note small wins, ask for peer feedback and make development conversations a routine part of the working week. Over time, evidence builds confidence.
3. Set KPIs for productivity
A common resolution is getting a better handle on company performance. Being precise about what success and productivity means for each organisation is key here. Once a business defines this, leaders can set KPIs that keep teams working towards the same aim. The focus should be on choosing measures that matter rather than numbers that look impressive but still don’t allow the senior team to monitor the business effectively.
Small adjustments can make a big difference – simplifying processes, adopting a digital-first approach to save time, and sharing key metrics across the business. The intention is to use insight to guide smarter decisions, not to burden teams with extra reporting.
4. Seek out mentors and people in your shoes
Leading a business can feel lonely. Peers who have been there and done it, but also those at a similar stage of their leadership or business evolution, can provide reassurance. Alumni often tell us that outside perspective helps them shape ideas and stay grounded during periods of growth.
Richard Sadler, director at CJC Aggregates and Landscaping Supplies, said:
“My mentor challenged me in the right ways. Rather than thinking about just drawing in customers, my mentor encouraged me to consider how we get more returning customers who want to spend more with us. During a time of real growth, he made me see we could change our existing business to be more profitable.”
This kind of exchange is especially valuable when pressure increases or when leaders need space to test ideas, or make tough decisions.
5. Get your organisational structure right
Many of the businesses we work will be starting 2026 with the benefit of a more robust organisational structure.
Rebecca Smith, creative director at Pruden & Smith, said:
“I think many small businesses like ours struggle because they aren’t putting the right organisational structures in place to support growth. As an entrepreneur, I’ve never worked in a large organisation so didn’t even really know the names of the roles we would require as we scaled into a bigger business.
“Restructuring allowed us to provide clarity around existing roles but also outline development paths so individuals could see how they would progress in the future. The process allowed me to identify which areas I should be stepping out of, but it also gave us real clarity on the roles we needed to underpin our growth. We recreated people’s jobs to fit that model.”
6. Treat succession planning as a growth strategy, not just an exit strategy
Conversations we’ve had with family-owned businesses over the past five years show that early succession planning brings stability and strengthens the organisation. According to STEP, 74% of family businesses with a succession plan agree that having one has made their business stronger and helped them to grow.
If succession planning is something that you’ve been putting off, then resolve to start planning for it in 2026. Early discussion reduces uncertainty, gives future leaders confidence, and allows responsibilities and investment to be planned with greater care.
Happy New Year! Turn resolution into action in 2026
Steady reflection and practical choices can strengthen any growing organisation. Whatever direction you choose for 2026, this is a good moment to set a clear intention for the year ahead and move into January with confidence.
Flora Hamilton is executive director of the Small Business Charter and CEO at the Chartered Association of Business Schools.