December 10, 2025

5 Things Public Sector Teams Can Stop Doing in 2026

Kathryn Williams · 2 minute read

As we head into 2026, many public sector teams are still stretched, juggling high workloads, limited resources and constant change. But sometimes the most impactful improvements don’t come from adding more - they come from deciding what to stop.

Here are five things public sector teams can leave behind in 2025 to create more focus, wellbeing and effectiveness in the year ahead.

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1. Relying on email for everything

Email has become the default - but it isn’t always the most effective option. Long threads create confusion, decisions get buried and staff lose time trying to keep up.

In 2026, teams can benefit from:

Clearer communication channels
Shorter, purposeful messages
Choosing the right medium for the task (call, meeting, chat or document)

Less noise = more clarity.

2. Expecting managers to “just know” how to lead

Many managers in public services step into their roles because of technical expertise, not leadership experience. Yet they’re expected to manage conflict, performance, wellbeing and change with little training.

2026 is the year to stop assuming managers already have these skills - and start equipping them properly.

3. Viewing AI as IT's responsibility

AI is now part of everyday public sector work, from admin tasks to frontline decision-making. But many staff still assume it’s a “digital” or “IT” issue.

Teams can stop:

Avoiding AI because it feels unfamiliar
Using tools without understanding risks
Assuming their department will “sort it out”

Instead, they can focus on building confidence, awareness and ethical awareness across all roles.

4. Running meetings without a clear purpose

The public sector has an unparalleled ability to turn any issue into a meeting - even when it doesn’t need one.

In 2026, teams can reduce the burden by stopping:

weekly meetings that no one has reviewed in years
discussions with no decision-maker present
meetings with unclear agendas or outcomes

If it doesn’t need a meeting, it doesn’t need your time.

5. Leaving wellbeing to individuals

Burnout, workload pressures and uncertainty are still major challenges. But wellbeing isn’t a personal resilience problem - it’s an organisational one.

Teams can stop:

treating wellbeing as an optional extra
relying on individuals to “cope better”
offering one-off wellbeing initiatives with no follow-through

A supportive culture, clear priorities and good leadership have far more impact.

A fresh start for 2026 with Bespoke Team Training

Enquire About Bespoke Training For Your Team

Improvement isn’t always about “doing more”. Often, the most meaningful progress happens when teams stop old habits that no longer serve them.

A small number of intentional changes can:

reduce pressure
improve morale
strengthen performance
create more time and clarity
support better service delivery

If your team wants to build capability in areas like leadership, communication, AI confidence or culture change in 2026, we’d be happy to help. Just get in touch.