Dear CEO: Six Choices That Will Define 2026

The calendar has turned, the distractions have quieted, and the responsibility is squarely back where it belongs—on you and the choices you make next. January is more than a fresh start; it’s a moment of truth. A moment to decide what truly matters, what you will invest in, and what you will deliberately leave behind.

The question isn’t whether 2026 will be challenging—it will be. The question is whether your organization is prepared to win in the face of that challenge.

Every great year is shaped by a few defining priorities. Below are the themes I believe will separate leaders who merely endure from those who outperform. Consider this my short list—and an invitation to compare notes.

Focus: Clarity wins. In a well-run and high performing organization, the keys to success are clearly articulated and understood. The outside noise level today is greater than ever – supply chain issues, the impacts of AI, geopolitical dynamics, social pressures and more – and can be a constant distraction if not a dilutive obstacle. Therefore, sharpen your focus on a small number of key strategic bets, while making equally clear what you won’t do. And ensure everyone understands how you will measure success. Then communicate, communicate, communicate your expectations to create a daily focus across the organization on what matters most. Don’t let confusion be an excuse.
Leadership Strength: Winners are always defined by who has the best team and talent. And every CEO is measured by the strength of the leadership team they have assembled and developed. Today, leaders need to be even more informed, decisive, engaged and courageous. Be more resilient under increasing pressures and expectations – and model the wanted behavior under both the best and worst of circumstances. Make sure you have the right people in the key seats on your bus. Would you hire your team again today? If not, get help to find the leadership strength you need.
Resource Allocation: A core responsibility for every CEO and leader is overseeing the allocation of an organization’s resources –financial and intellectual as well as time and emotional energy. Deciding how to best deploy limited assets to the most critical needs and strategically important initiatives is imperative. Evaluate the options and trade-offs and then be confident, decisive and, when necessary, courageous in making those choices. Just as importantly, say no to other organizational wants and demands. Ensure you are only investing for long-term success and competitive advantage.
Speed: While not encouraging hasty nor irresponsible actions, the pace at which your organization moves does matter. Slow-walking decisions while awaiting perfect information or to ensure absolute alignment and agreement will leave you sliding backwards. Delay or deferral should not even be on the menu. The competition will leave you in their wake. You and your leadership team must be nimble and confident to evaluate your options, make decisions and move forward –then adjust and react on the fly as needed. Don’t be afraid to make yourself uncomfortable.
Resilience: While a good offense is often the best defense, ensuring the organization has a good plan to ensure sustainability under adverse circumstances has never been more important. The pace of change and the impacts of ongoing unforeseen forces and events is unprecedented. Ensure you deploy and allocate capital to preserve and protect your ability to be nimble and responsive when under siege. Winners will have invested to maintain optionality. That will enable you to play offense when others can’t. To innovate, invest, acquire and expand when others are hamstrung. Be even stronger when others are weakened. Be bold and confident to invest in your own resilience and sustainability.
Recognition and Reward: Compensating your team at market is not enough. Top talent is less loyal today. It is very expensive to acquire, assimilate and develop the leaders you need. Hence, create a culture that not only aligns your rewards system with your success expectations, but also ensures your top players receive exceptional rewards for driving differentiating and measurable advantage. Make it clear you will fully recognize long-term value creation, more so than short term operational results. Find the right balance between current year outcomes and impacts that strengthen the organization’s future capacity, resilience and sustained competitiveness. The right recognition and reward programs will better position you to retain your best and brightest.

Let me know what you think. I’d welcome a conversation to learn from you. Send me your thoughts at john@catapultsuccess.com. And if you think we can help navigate your path forward in 2026, our team at Catapult is ready to connect.

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