New Year’s Resolutions for Small Businesses in 2026
The start of a new year traditionally brings a wave of resolutions. Many are well intentioned but quickly abandoned—commitments to exercise more, eat better, or focus on long-postponed priorities. In most cases, broken personal resolutions carry little lasting consequence.
In business, however, the stakes are far higher. Annual goals tied to sales, profitability, budgets, and performance metrics are, in effect, corporate resolutions. When they are neglected or poorly defined, the consequences can be significant. In the spirit of the new year, this article reframes common advice by focusing not on what businesses should do, but on what they should avoid doing in 2026.
Embrace Resilience as a Growth Strategy
Small business leaders understand how quickly conditions can change. Market volatility, talent shortages, and shifting customer expectations often occur simultaneously.
The most effective leaders build resilience intentionally. They foster adaptability, involve teams in problem-solving, and create space for experimentation and new ideas. These foundations allow organisations to continue moving forward during periods of uncertainty.
The most resilient SMEs I have worked with share a common trait: they confront uncertainty directly while maintaining focus on long-term competitiveness.
Let Go of Imposter Syndrome
A lack of confidence is a significant—and often underestimated—barrier to growth for SME leaders. This can affect technical experts stepping into leadership roles, second-generation family business leaders, or founders navigating unfamiliar commercial challenges.
Imposter syndrome is the persistent belief that success is the result of luck rather than skill or strategy—that growth is accidental rather than earned. Left unaddressed, it can limit decision-making, slow progress, and undermine leadership effectiveness.
The first step is recognition. Leaders who acknowledge this challenge can begin to counter it by building practical business knowledge, seeking peer feedback, and developing strong support networks. Recording small wins, inviting constructive input, and making professional development a routine activity gradually replaces doubt with evidence-based confidence.
Define Productivity and Set Meaningful KPIs
Many businesses resolve to gain better control over performance, but struggle to define what productivity and success actually mean for their organisation.
Clarity is essential. Once success is clearly defined, leaders can establish KPIs that align teams around shared objectives. The focus should be on metrics that genuinely inform decision-making—not on impressive-looking numbers that add reporting burden without insight.
Incremental improvements often deliver the greatest impact. Simplifying processes, adopting digital-first tools, and sharing relevant performance data across the business help leaders make smarter, faster decisions while keeping teams focused on what matters most.
Get the Organizational Structure Right
As businesses grow, informal structures that once worked well often become a source of confusion and inefficiency.
Many small businesses struggle because their organisational design has not evolved alongside their growth. A well-considered structure provides clarity around roles and responsibilities while also outlining development pathways, enabling employees to see how they can progress.
Restructuring can also highlight which activities should be deprioritised and which roles are essential to support future growth. Done well, it creates alignment, accountability, and a stronger foundation for scale.
Treat Succession Planning as a Growth Strategy
Succession planning is often delayed until it becomes unavoidable. Yet early planning strengthens organisations and reduces risk. According to STEP, 74% of family businesses with a succession plan agree that it has made their business stronger and supported growth.
Starting succession discussions early reduces uncertainty, builds confidence among future leaders, and allows responsibilities and investment decisions to be made more thoughtfully. In 2026, succession planning should be viewed not as a contingency exercise, but as a proactive growth strategy.
Previous blog: Importance Of Employee Well-Being During The Holiday Season
Moving Into 2026 With Intention
If these resolutions feel unremarkable or obvious, that is precisely the point. Sustainable progress rarely comes from dramatic overhauls. It comes from consistently avoiding behaviours and decisions that erode value, weaken teams, or distance customers.
These resolutions are practical and achievable. They begin with conversation—sitting down with your team to reflect honestly on where the business stands and what needs to change. You may well add others that are specific to your context.
Steady reflection and disciplined, practical choices can strengthen any growing organisation. As 2026 begins, this is an opportunity to set clear intentions, reinforce strong foundations, and move forward with confidence.
We are Talentus Global: a global company that provides US companies with reliable IT services, near-shore talent, and digital support to meet their needs.
