As early years businesses look ahead to 2026, the challenges facing the sector are showing no signs of easing. From workforce pressures and leadership resilience to concerns round rapid advances in technology, nursery leaders, managers, and senior leadership teams (SLTs) are being asked to do more than ever before.Having a clear, practical early years business checklist has never been more important.
This checklist has been shaped by insights from the recent Childcare & Education Expo Advisory Board meeting, where nursery management professionals, heads of early years and sector specialists came together to identify the most pressing priorities for the year ahead.
Their discussions highlighted several critical areas and themes that will define success in 2026. In today’s article, we’re exploring three of those areas in a clear, actionable checklist designed to support early years professionals and SLTs in planning with confidence.
Alongside those insights, we’ll also highlight the relevant seminars, features and content at the upcoming Childcare & Education Expo London on the 20-21 March, which is your opportunity to turn strategy into action and better support your teams going forward.
Latest Insights from Our Advisory Board
At the heart of this early years business checklist are the real-world experiences and expertise of our advisory board. Made up of nursery leaders, heads of early years and sector specialists, the board plays an essential role in guiding our events. Their insights help us stay relevant and ensure that we’re serving the early education sector as effectively as possible, keeping the industry at the heart of every decision.
At the most recent meeting, some of the discussions focused on what early years businesses need to prioritise now,to remain resilient, compliant and people-focused in 2026. These insights help to directly inform both this checklist, but also the wider content at our events.
For a complete overview of the advisory board meetings, and more exclusive content whereby experience meets strategy and ambition meets support, apply to our Nursery Leaders Network – which we detail further below.
Leadership, Management & Wellbeing
Advisory board discussions highlighted a growing and often under-acknowledged pressure on early years owners, leaders and childminders who carrytheultimate responsibility for safeguarding,compliance and workforce management. As these responsibilities increase, so too does the emotional and mental load that is placed on those at the top of organisations. There was strong consensus that leader wellbeing needs greater visibility across the sector, which would reflect a critical factor in organisational stability.
Board members emphasised that the mental health and burnout risks facing owners and senior leaders have a clear ripple effect. When leaders are stretched, this can impact decision-making, staff confidence and wider organisational culture. Looking ahead to 2026, the focus is shifting towards more sustainable leadership models that support resilience, encourage self-care and enable leaders to lead effectively through ongoing change.
Consider as part of your early years business checklist:
- Are owners and senior leaders given visibility, support and space to address wellbeing and burnout risks?
- Do leadership approaches promote resilience and sustainability, not just operational delivery?
- Is the impact of leadership wellbeing on staff stability and culture actively recognised?
At the upcoming Childcare & Education Expo in London, these themes are reflected across sessions exploring leadership resilience, navigating a shifting sector and balancing pedagogy, policy and practice. Join these sessions for more information:
AI, Digital Risk & Cybersecurity
The advisory board identified the rapidly growing influence of AI as one of the most complex emerging challenges for early years businesses. Leaders are increasingly encountering AI-generated parental complaints, exasperating or repeated submissions and data protection issues, such as requests for CCTV footage beyond lawful retention periods. These developments are creating new operational and legal pressures that many settings feel underprepared to manage.
Crucially, discussions moved beyond AI as a productivity tool, with strong interest in understanding AI as part of wider digital risk and cybersecurity planning. Board members highlighted the need for practical case studies and clearer guidance on what constitutes a reasonable and proportionate response when dealing with AI-driven correspondence or requests. There was also clear appetite for legal and operational insight that reflects the realities of early years provision.
Consider as part of your early years business checklist:
- Are you prepared to manage AI-generated complaints and repeated digital submissions?
- Do leaders understand how AI fits into wider data protection and cybersecurity responsibilities?
- Are response thresholds and decision-making processes clear and proportionate?
At the upcoming London show, early years leaders will have the chance to explore this debate further, in a Business Stage panel on ‘AI in Action: How can Leaders use AI Today?'
Workforce, Recruitment & Employment Law
Workforce challenges remain one of the most pressing issues for early years leaders, with the recruitment market described by the advisory board as highly constrained. Limited candidate pools and reduced opportunities for trials or extended assessments mean that hiring decisions are often made more quickly, and with greater risk if appointments do not work out. This is compounded by increasing employment law complexity, heightening legal exposure for providers.
Board members also raised concerns around the growing number of flexible working requests shortly after appointment, as well as the tension between safeguarding responsibilities and employment protections when early warning signs begin to emerge. Looking ahead, the upcoming Employment Rights Act 2025 was flagged as a significant pressure point, with potential implications for probation periods, statutory sick pay, funding and long-term workforce planning.
Consider as part of your early years business checklist:
- Are recruitment decisions balanced between urgency, safeguarding and legal risk?
- Do leaders feel confident managing early concerns before issues formally escalate?
- Are you prepared for the implications of the Employment Rights Act 2025 on your workforce strategy?
The following sessions in March will explore these themes:
How Senior Early Years Leaders Can Use These Insights to Support Their Teams
For senior leadership teams, this early years business checklist is not intended as a one-off exercise, but as a practical framework to guide decision-making, conversations and planning throughout 2026.
The advisory board was clear that SLTs play a pivotal role in translating sector pressures into clear, supportive action for their teams, particularly at a time when leaders themselves are under increasing strain.
Discover More Exclusive Insights in the Nursery Leaders Network
Our new Nursery Leader’s Network is a membership community designed for Independent Nursery Owners, Nursery Group CEO’s and Senior Leadership Teams. It exists to unite like-minded leaders, foster insight-driven innovation and accelerate sector-wide growth in early years.
Joining the network will ensure access so more exclusive insights and membership perks, such as:
- Invitations to Childcare & Education Expo London & National
- High-Impact Events: Enjoy VIP experiences at our Conferences & Summits
- Invitation to the After-Show Party
- All-Access Pass to CPD seminars
- Year-round learning: Access exclusive content, insights, and videos
- Personalised meeting support with suppliers and partners
- Networking opportunities: Meet sector leaders and build valuable relationships
- Exclusive access to high-level speakers
Don't forget to apply to the Nursery Leaders Network today.
