5 Resolutions for 2026

There’s a kind of pressure that comes with running an HVAC business that people don’t always see. It’s not just equipment and schedules and invoices. It’s being the one who answers when a family has no heat. It’s the responsibility of sending technicians into crawlspaces and attics and rooftops and expecting them to come home safe. It’s the weight of your name on the side of a truck—because your reputation isn’t marketing; it’s the sum of a thousand small decisions.

As I look at 2026, I’m not interested in big talk or vague goals. I’m resolved to do a few specific things—things I can measure, protect, and live out on job sites and in the office. These are my five.

1) I’m resolved to multiply myself—so the business can be led, not just operated.

For a long time, I’ve carried too much of the load personally. Not because I want control, but because I care. When you’ve built something with your own hands, it’s hard to hand pieces of it away. But growth requires trust—and the right people.

In 2026, I’m resolved to hire an office manager who can truly help lead: someone who can bring structure to the day-to-day, keep communication tight, protect the schedule, and help us serve customers with consistency. This isn’t about “delegating tasks.” It’s about multiplying leadership so the business isn’t limited by my bandwidth.

At the same time, I’m committed to continuing to hire quality technicians—men and women who are ethical, gifted, coachable, and serious about doing the job the right way. Skill matters, but character matters more. I want a team that can be trusted in a customer’s home, trusted with a diagnosis, and trusted to represent our name well.

2) I’m resolved to lead with clarity—even when it costs me time.

Most problems in a business aren’t “HVAC problems.” They’re communication problems. Confusion creates callbacks. Unclear expectations create tension. Silence creates stories people fill in on their own.

In 2026, I’m choosing clarity on the front end—clear scope, clear timelines, clear options, clear pricing, clear next steps. That means slowing down long enough to explain what we’re doing and why we’re doing it. I’ll be direct when we can’t meet a deadline, and proactive before frustration shows up.

Clarity builds trust. And trust is the real currency in a service business.

3) I’m resolved to raise the standard—especially when nobody’s watching.

It’s easy to do “good enough” work when the calendar is full and the phone won’t stop ringing. But “good enough” is where workmanship slowly erodes—where shortcuts become normal, where details get missed, where the job gets finished but the customer doesn’t feel taken care of.

This year, I’m recommitting to the details that separate real professionals from “guys with tools.” Clean installs. Thoughtful layout. Proper airflow. Tight ductwork. Correct charge. Code compliance. Neat wiring. Labeling. Photos. Documentation. And a final walkthrough that doesn’t feel rushed.

I want our work to be something we’d be proud to show another technician—because that’s the honest test.

4) I’m resolved to give back on purpose—because the community is part of the calling.

A small business doesn’t exist in a vacuum. We’re supported by families, schools, churches, neighborhoods, and a community that chooses to trust local people instead of faceless corporations. I don’t want to be the kind of business owner who only shows up when it benefits the bottom line.

In 2026, I’m resolved to keep investing—consistently and intentionally—in the places that matter most: my church, children in our local schools, families who are struggling, and community needs that don’t always get attention. Not as a publicity move, but as a conviction. If we’re blessed enough to grow, we should be generous enough to help.

I want our success to mean something beyond the work orders we close.

5) I’m resolved to keep my name worth something.

I don’t take it lightly that our customers invite us into their homes and businesses. People trust us with comfort, safety, and in many cases, their finances. In a world where it’s easy to overpromise, upsell, or hide behind fine print, I want our reputation to be simple: we tell the truth, we show up, we do it right, and we stand behind it.

That resolution touches everything: how we quote jobs, how we respond to mistakes, how we train technicians, how we handle warranties, how we talk when the customer isn’t listening.

I want “Henson” to mean something long after 2026 is over.