How you approach your first three months sets the tone for trust, clarity, and performance. Even if you were on the team before, the moment you become the leader your perspective and responsibilities change.
Start by observing
If you get overlap with the outgoing leader, use it. Carry a small notebook in your first weeks and note what actually happens, not what the handbook says should happen.
- What happens when people arrive late, leave early, or request time off?
- Are personal phones or casual web browsing common during shifts?
- Do teammates appear to trust each other? Are interactions friendly, professional, or avoidant?
- How are mistakes handled? Do people admit them? Is the response curious or blaming?
These observations reveal the current culture and inform where you focus first.
Ask a lot of questions
Whether or not you shadow your predecessor, spend your first weeks learning. Experienced leaders get into trouble when they assume they already know. Show curiosity and acknowledge when others are the experts.
Meet each person 1:1
Book brief conversations with every team member as soon as possible. Try questions like:
- How long have you worked here, and what drew you to this role initially?
- What do you enjoy most about the work? What keeps you here?
- Where do you see your career in 2–5 years?
- What does this team or department do especially well?
- What strengths do you personally bring to the team?
- If one thing could improve here, what would it be? What would make the biggest difference that I could help with?
- What qualities do you value most in a leader? Which behaviors frustrate you?
- New leaders often trigger change. Is there anything you hope won’t change?
- Anything about my arrival that makes you nervous that I can clarify?
You won’t need every question with every person. Be curious and adapt.
Change less than you think
Resist the urge to overhaul everything right away. Aggregate what you heard in 1:1s and look for themes. Choose one or two high-leverage priorities to start, then create a longer-term plan for the rest.
Run a thoughtful first team meeting
Set the tone with a clear agenda and outcomes:
- Warm introductions or a light icebreaker (read the room).
- Thank people for candid 1:1s and share positives you heard. The first meeting is not for listing problems.
- Briefly explain your leadership style: strengths, working preferences, a couple of pet peeves.
- Describe how you handle mistakes and invite feedback on your leadership.
- Outline your 90-day focus. Ask: What concerns do you see? How will this impact your work?
- Close with appreciation: What are you taking away today? Who would you like to recognize?
Timeline and wrap-up
Aim to complete the observations, 1:1s, and first team meeting within your first 30 days, adjusting for team size. Done well, momentum builds fast and trust follows.
Good luck getting to know your new team. The forming stage can be fantastic if you set the pace and stay curious.
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