Starting a new leadership role is one of the most high-stakes transitions in any career. I’ve gone through it multiple times across very different organizations—fast-moving startups, operationally intense mid-market firms, and post-acquisition integrations. Each time, I was reminded that there’s no universal “first 90 days” checklist that works everywhere.
You’re not just taking over responsibilities. You’re entering a live system with its own history, culture, relationships, and battle scars. The way you move early on will either build credibility or burn trust—sometimes without you even realizing it.
In some cases, I’ve come in with a clear mandate. Other times, it was less defined, and I had to feel my way through. What I’ve learned is that your approach must be situational—grounded in context, not ego or muscle memory.
To bring this to life, here are four common new leader personas I’ve either played myself or witnessed up close. Each one reflects a different kind of organizational need, and each comes with its own set of do’s and don’ts.
The Slow and Steady Executioner
Sometimes you’re stepping into a team that’s been running hot for too long—burned out from chaos, change, or churn. What they need isn’t adrenaline. It’s reliability. In one role, I realized that just showing up consistently, delivering on small promises, and reducing noise built more credibility than any “big swing” strategy ever could.
Do:
- Take time to learn what’s already working before suggesting changes.
- Establish repeatable rhythms—clear goals, decision-making processes, and communication norms.
- Deliver early wins that reinforce stability and predictability.
Don’t:
- Confuse caution with impact. Even slow and steady needs to show progress.
- Let process crowd out momentum. People want to feel like things are moving.
- Avoid conflict in the name of calm. Sometimes, clarity requires hard conversations.
The Immediate Disruptor
In other cases, you’re hired to move fast. Maybe growth has stalled, or innovation has flatlined. I’ve been in rooms where the unspoken expectation was: “Shake the tree.” That’s energizing—but risky if not handled carefully.
Do:
- Explain not just what you’re changing, but why it matters now.
- Identify people already hungry for change and give them room to run.
- Make visible progress in areas that signal new energy, without creating chaos.
Don’t:
- Lead with critique. It’s easy to point out problems—it’s harder to bring people with you.
- Try to solve everything at once. Disruption without focus is noise.
- Underestimate the emotional lift of change. Even good change costs something.
The Bridge Builder
Some transitions are less about strategy and more about relationships. I once stepped into a team that had gone through multiple reorgs in less than a year and had deep trust issues—both with leadership and with each other. In that context, my biggest lever wasn’t vision—it was presence.
Do:
- Prioritize listening—really listening. People want to feel heard before they’ll lean in.
- Find common goals to re-anchor the team.
- Model openness and transparency, even when it’s uncomfortable.
Don’t:
- Try to fix everything through consensus. Unity doesn’t mean everyone agrees.
- Shy away from performance conversations just to keep the peace.
- Assume smiles in meetings mean problems are gone. Trust takes time.
The Visionary Architect
And sometimes, you’re brought in to build something from the ground up. That’s exciting—and daunting. I’ve had the privilege of helping launch entirely new data platforms and product capabilities. It’s easy to get caught in big ideas, but I’ve learned the best builders also sweat the scaffolding.
Do:
- Paint a picture of the future, but tie it to real, near-term signals of progress.
- Bring people into the vision. Help them see themselves in what’s coming.
- Build for scale, even if you start small.
Don’t:
- Drift too far into abstraction. Vision needs to land in real work.
- Assume everyone’s onboard just because they’re not pushing back.
- Get addicted to potential. You have to deliver, not just imagine.
Cross-Cutting Do’s and Don’ts for Every New Leader
No matter what kind of role you’re stepping into, certain leadership principles apply. These are the patterns I’ve come to rely on—especially when things feel ambiguous or fast-moving.
Observe Before Acting
Do: Spend your early weeks listening. Patterns emerge quickly if you’re paying attention.
Don’t: Lead with solutions before you understand the problem—or the people behind it.
Respect the Past, Even as You Shape the Future
Do: Acknowledge the work and intent that came before you. It matters to the people who lived it.
Don’t: Dismiss prior decisions just because they’re different from how you’d do it.
Adapt Your Style to the Environment
Do: Stay flexible. Your default style might not be what’s needed right now.
Don’t: Get stuck in “this is just how I lead.” Great leaders shape themselves to context.
Build Trust at Every Level
Do: Be dependable, transparent, and fair. That alone builds immense trust.
Don’t: Play politics at the expense of people. Trust erodes fastest when people feel disposable.
Communicate Relentlessly (and in Both Directions)
Do: Share what you’re learning, what you’re wondering, and what’s coming next.
Don’t: Leave people guessing. Silence makes room for stories—and not always helpful ones.
Balance Quick Wins with Long-Term Foundations
Do: Show early movement, but build with the future in mind.
Don’t: Optimize for optics. Short-term wins that break later are more costly than waiting.
Lead People, Not Just Projects
Do: Understand motivations, strengths, and blockers. The work gets done through people.
Don’t: Reduce your team to a list of tickets or milestones.
Closing Thought
I’ve come to believe that good leadership is 90% context and 10% instinct. It’s not about knowing what to do—it’s about knowing when to do it, how fast, with whom, and with what tone.
Whether you’re coming in as a stabilizer, a disruptor, a unifier, or a builder, the real magic lies in reading the room, meeting the moment, and serving the team.
Because great leadership isn’t about always having the answers. It’s about asking the right questions, at the right time, in the right way.