business leadership

Why the Tradies With Better Systems Will Win in 2026

by

As the federal budget once again focuses on boosting housing supply, one critical issue keeps resurfacing. Australia does not have enough skilled tradespeople to fix and renovate existing homes, let alone build the new homes being promised.

This year’s budget included measures aimed at addressing the shortage, including funding for a new trade skills assessment system and programs designed to help overseas trained tradies become licensed and working in Australia faster. While these initiatives may help over time, the reality for many trade businesses right now is that skilled staff remain difficult to find.

This is exactly why I believe the trade businesses with better systems, stronger leadership and organised processes are going to be the ones that perform best through 2026 and beyond.

When labour is tight, every team member matters more. Good systems around communication, quoting, scheduling, follow up and accountability become critical. I see too many trade businesses lose work simply because quotes are not followed up properly, admin becomes overwhelmed or the owner is trying to manage everything manually.

The best trade businesses attract the best staff. People want to work in businesses that are organised, professional, well led and structured properly. Businesses with strong systems and clear expectations tend to retain good people longer and create better team culture.

The businesses that continue to grow are usually not the ones working the hardest. They are the ones operating the smartest. They have systems in place that help their teams perform consistently, improve customer communication and create a better experience from enquiry through to completed job.

At ActionCOACH Geelong, I work with tradie business owners to improve systems, leadership, sales processes and profitability. Because in a market where skilled staff are harder to find, the businesses that are organised and structured properly are often the ones that pull ahead.

Should Staff Be Paid by the Hour?

by

I’ve been having a lot of conversations with clients about how to structure pay for non-billable office staff – especially project managers and operations managers in trades and manufacturing businesses. A common question that keeps coming up is: Should these staff be paid by the hour? 

I’ve seen a pattern, especially with team members who’ve moved off the tools and into the office. Some of them come in with a bit of a clock watching mindset – they’re used to being paid hourly and working to rigid schedules. But once they’re in a leadership or coordination role, things need to shift. 

In my view, these roles should be based around fixed hours, say 8:30 to 5:00, but with a clear understanding that there needs to be some give and take. Maybe they’ll stay back late to finish a project, drive back from an interstate site, or set up jobs for the next day. On the flip side, they might pop out to a dentist appointment or need some flexibility from time to time. That’s all part of it. 

What’s most important is that they understand their role is no longer about punching the clock. It’s about managing their own time and being focused on results and completion. The job is to get things done whether it’s submitting a tender, finalising a schedule, or making sure the team has what they need to hit the ground running. 

But here’s the key: this needs to be communicated right from the start. When you’re hiring, when you’re onboarding, and through everyday conversations. Talk about expectations, reinforce the idea of ownership, and most importantly lead by example. 

When this kind of culture is set up well, it works beautifully. But if it’s left unclear or assumed, that’s when issues creep in. 

If you want support with setting up these expectations and building a results focused culture in your business, reach out. I’m always happy to help. 

Hugh Bowman
Business Consulting for Tradies