By Dr. Seleem R. Choudhury
The uncertainty brought on by leadership transitions can be hard on employees and organizations (Keller & Meaney, 2017). Staff members wonder: Will the new leader understand the mission? What changes will they implement—and will that impact my ability to do my work and find fulfillment in this job?
But leadership transitions are tough on the incoming new leaders too. An IMD survey of 1350 HR professionals shows that transitions into new roles are the most difficult times in leaders’ professional lives (Watkins, Orlick, & Stehli, 2014). They face pressure to make a good impression, instill confidence in their selection across the organization, and perform the balancing act of learning about the company while attempting to shape it (Watkins, Orlick, & Stehli, 2014).
The first 30 days in a new role matter immensely, and can set the tone for a leader’s tenure in their organization.
Four Principles for a Leader’s First 30 Days
1. Focus on connection.
In your first weeks in a new senior leadership role, you will likely be given many opportunities to speak to larger groups of people as you’re introduced at meetings with your team, staff, or board of directors. It is important to remember that while these opportunities to build face recognition are important, more is required. You must ensure you are taking the time to talk with each person in your organization individually (Knight, 2020).
The importance of one-on-one connection cannot be overstated. This allows you to build trust with your team, which will be essential to long-term success in your new role, and for the organization as a whole. Start by making an effort to learn every person’s name. One of the best ways to make a great “second” impression with those we manage is by confidently recalling their name the next time we see them (Hedges, 2013).
This can be a particular challenge for leaders who are more reserved or introverted (Isakson, 2015). After getting to know your new team, continue to reach out to unfamiliar coworkers who you may not interact with as regularly (Rollag, 2015). It requires vulnerability, but the risk will not go unrewarded.
2. Learn first, act second.
Manage the urge to start making your mark on the organization in your first month on the job. It is natural to be eager to prove your worth to your new colleagues and employees, but—in the wise words from the Harvard Business Review article, “Why New Leaders Should Make Decisions Slowly”—it is critical to “learn first, and act second” (Dierickx, 2019).
Instead of taking every opportunity to share your opinion or plan of action, do the opposite in your first 30 days (Biro, 2013). Ask questions about your team’s observations. Learn what has or hasn’t worked in the past, and why. Find out what they believe their strengths and weaknesses are (Rapid Start Leadership, 2020). As the old management adage goes, good leaders avoid being the smartest person in the room (Executive Forum, 2020). Becoming infatuated with yourself and your own thoughts will cause your tenure to be dead on arrival (Dowling, 2019).
As you ask questions of your team, listen actively. This is a crucial skill. It can be tempting to formulate a response or rebuttal as someone is speaking, but this prevents you from comprehending and responding to their entire message (Hersh, 2018). Tuning out information from your co-workers deprives you of the opportunity to know and develop trust in your team, which will in turn stunt your and your team’s ability to engage in a rewarding and fulfilling workplace (Biro, 2013).
3. Create the kind of work environment you want to be part of.
In a 2014 survey of 19,000 employees, only 25% of those surveyed believed their workplace’s leadership modeled “sustainable work practices” (Schwartz & Porath, 2014). The survey also found that the employees of leaders who engaged in sustainable work practices were “55% more engaged, 72% higher in health well-being, 77% more satisfied at work, and also reported more than twice the level of trust in their leaders” compared to other respondents (Wingard, 2020).
The work practices of new leadership are an indicator to others of that leader’s expectations of them—whether they intend for it to be or not. Modeling a healthy work-life balance, even in your first 30 days in your new role, gives your employees permission to seek a sustainable lifestyle as well. The data on the impact this can have on employees’ quality of life, productivity, team dynamics, and overall wellness are well-documented.
Additionally, the character you display in the early days as a senior leader sets the tone for your entire tenure. You may have a misunderstanding with a new co-worker or make a mistake. To be human means to miss the mark once in a while, after all. Yet your response should be carefully considered. The difference between “good leaders and great ones lies in how they handle those mistakes” (Daskal, 2018). It’s important to know when to apologize, and when to remain firm (Kellerman, 2006).
4. Internalize the mission.
Use your first month on the new job to solidify your understanding of your new organization’s “why,” or their reason for being, as Simon Sinek says in his 2009 book, “Start with Why.”
The heart of any company is its mission, vision, and values (Groscurth, 2014). When you’re new on the job, it is easy to get wrapped up in the “what”—products or services, industry, or competitors—and the “how”—processes, methods, unique differentiators (Ranadive, 2017). When you feel stuck in your new position, you don’t have to reinvent anything. Look to the mission as your guide.
Even in your first weeks leading an organization, new leaders can actively be creating a culture conducive to success (Rihal, 2017; Shaffer, 2015). Invest your time in forming genuine connections with your new colleagues and employees. Listen well, and learn everything you can about the company and your team’s capabilities. Even in the busyness of getting caught up to speed in a new position, model sustainable work practices and prioritize your overall well-being. Take time to fully understand the mission, and allow it to propel you forward.
Resources:
Biro, M.M. (2013). 5 Leadership Lessons: Listen, Learn, Lead. Forbes.
Craig, W. (2018). The Importance Of Having A Mission-Driven Company. Forbes.
Daskal, L. (2018). 4 Impressive Ways Great Leaders Handle Their Mistakes. Inc Magazine.
Dierickx, C. (2019). Why New Leaders Should Make Decisions Slowly. Harvard Business Review.
Dowling, M. (2019). What Not to Do as a Leader. Northwell Health.
Executive Forum (2020). Never Be the Smartest Person in the Room. Executive Forum.
Groscurth, C. (2014). Why Your Company Must Be Mission-Driven. Gallup.
Hedges, K. (2013). The Five Best Tricks To Remember Names. Forbes.
Hersh, E. (2018). Using Effective Listening to Improve Leadership in Environmental Health and Safety. Harvard School of Public Health.
Isakson, T. (2015). 5 Habits Of Effective Introverted Leaders. Fast Company.
Keller, S., & Meaney, M. (2017). High-performing teams: A timeless leadership topic. McKinsey Quarterly.
Kellerman, B. (2006). When Should a Leader Apologize—and When Not?. Harvard Business Review.
Knight, R. (2020). How to Talk to Your Team When the Future Is Uncertain. Harvard Business Review.
Marie, L. (2019). The Art of Taking People and Things at Face Value. Human Parts.
O’Hara, C. (2014). What New Team Leaders Should Do First. Harvard Business Review.
Patel, D. (2017). Big Brands and business Are Aligning their Missions with Millennial and Gen Z Consumers. Forbes.
Ranadive, A. (2017). The Power of Starting with Why. Medium.
Rapid Start Leadership (2020). New Leader Checklist: 4 Questions to Ask if You Want to Lead Effectively. Rapid Start Leadership.
Rihal, C.S. (2017). The Importance of Leadership to Organizational Success. NEJM Catalyst.
Rollag, K. (2015). 3 Things Every New Leader Should Do Their First Week On The Job. Fast Company.
Schwartz, T., & Porath, C. (2014). Your Boss’s Work-Life Balance Matters as Much as Your Own. Harvard Business Review.
Shaffer, J. (2015). A Leader’s First 30 Days Are Free. Jim Shaffer Group.
Sinek, S. (2009). “Start with Why.” Portfolio.
Watkins, M.D., Orlick, A.L., & Stehli, S. (2014). Hit the ground running: Transitioning to new leadership roles. IMD.
Wingard, J. (2020). Want To Be A Good Leader? Go Home!. Forbes.