For construction business owners, it’s crucial to start 2026 properly, not just optimistically, writes Greg Wilkes.
The beginning of the year is dangerous. Not because of the weather or because work is quiet, but because this is when leaders lie to themselves.
A new year is a clean slate for big goals. You tell the team: “This is our year.” You tell yourself: “We’ll sort it as we go.”
Let’s be honest: optimism without discipline is just hope in a high-vis. For construction business owners, this matters more than ever. You’re not short of graft. You’re short of clarity, consistency and leadership behaviours that actually stick when pressure hits.
Planning properly isn’t about spreadsheets – it’s about people. And that starts with you.
Optimism is not leadership
I’ve seen the same issues year after year: the business owner stands up in January and paints a big picture. There are promises of growth, profit and less stress.
By March, nothing’s changed. There are the same bottlenecks, the same firefighting, and the same late nights. The team stops listening because they’ve heard it all before.
That’s not because they’re lazy, it’s because optimism isn’t a plan.
Leadership isn’t about what you say at the start of the year, it’s about what you’re willing to confront before it starts. If you don’t face reality, your team won’t trust the direction.
Planning starts with honesty, not ambition
Proper planning begins with uncomfortable questions. Not “what do we want this year?” but:
- Where did we actually fail last year?
- Who is carrying too much?
- Who is hiding?
- Where are decisions being avoided?
- What are we pretending will fix itself?
Most construction businesses don’t struggle with ideas, they struggle with avoidance. You don’t need a bigger vision, you need fewer lies.
The mirror moment
Every team reflects its leader. If you’re reactive, they’re reactive. If you avoid conflict, they avoid responsibility. If you change priorities weekly, they stop committing.
Planning the year properly means looking in the mirror first and asking yourself:
- Do people know what “good” looks like here?
- Do they know what you expect of them weekly, not annually?
- Do they trust you’ll follow through?
If the answer is no, then no plan will survive February. Leadership isn’t charisma, it’s consistency under pressure.
People don’t fail plans, leaders do
Here’s a hard truth most won’t say out loud: when plans fail, it’s rarely because the plan was wrong – it’s because leaders didn’t hold the line.
You drifted; you compromised; and you let standards slide because it was easier. The team noticed.
Every time you let a missed deadline slide, avoid a tough conversation, or do the work instead of developing the person, you’re training the business how to behave.
Planning properly means deciding in advance what you will no longer tolerate.
From hope to behaviours
Good plans translate ambition into behaviour. Not ‘we want to grow’, but:
- What does a good week look like?
- What meetings are non-negotiable?
- What decisions move up, and which stay down?
- What gets reviewed weekly, no excuses?
If behaviours don’t change, outcomes won’t either. Your people don’t need motivation, they need direction and boundaries. Being clear beats being inspiring every time.
Leadership gap
Here’s where most construction business owners kid themselves. They plan revenue, jobs and workload, but they don’t plan leadership capacity.
You can’t scale people with the same behaviours that built a £750,000 business. If you’re still the hub for every decision, you’ve already capped growth.
Planning without delusion means asking:
- Who needs developing this year?
- Where am I still the bottleneck?
- What decisions must I stop owning?
If you don’t plan leadership growth, you become the constraint.
The cost of false positivity
Let’s be honest, false positivity damages trust. When leaders oversell and underdeliver, teams disengage quietly.
They stop challenging, they stop suggesting, and they do just enough. Not because they don’t care, but because they’ve learned that words don’t equal action.
Real leadership sounds more like: “This is what we’re fixing. This is what we’re not doing. This is where I’ll hold the line.”
Calm, clear and credible.
Planning is a promise
When you plan, you’re making a promise to your people about priorities, standards and how pressure will be handled.
Break that promise often enough and culture erodes. Keep it – even when it’s uncomfortable – and performance follows.
Planning properly is an act of leadership, not administration.
Action Point Checklist
- Audit last year honestly, no spin.
- Identify one leadership behaviour you must change.
- Define what a “good week” looks like for your team.
- Set non-negotiable meetings and reviews.
- Decide what you will no longer tolerate.
- Develop one person instead of doing their job.
- Communicate priorities clearly, then repeat them.
- Hold the line when pressure hits.
Final thought
Most construction business owners don’t fail because they lack ability; they fail because they delay decisions.
They say they’ll plan once this job finishes; they’ll step back after this busy patch. They say next year will be different, then suddenly it’s December again.
If you want a strong 2026, it starts now – while things are messy, imperfect and uncomfortable.
The leaders who win don’t wait for capacity, they create it. The businesses that break through don’t rely on momentum – they rely on intent, clarity and following through.
Cashflow is oxygen. Programme, not hope. Margin, not ego.
Don’t kid yourself that time will fix this. You either plan properly, or you repeat the year you just had.
Choose now, so 2026 isn’t another apology to yourself.
Greg Wilkes is founder of Develop Coaching and author of Building Your Future.
