Have you been in new leadership roles where you needed to build trust with your new team, while simultaneously evaluating their current work and priorities? How did you maneuver through any delicate situations?
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Absolutely. I stepped in as a director last year and started by reading the first 90-days book.
A big aspect of it is active listening in team 1:1s to hear wins, frustrations, and goals.
I shadowed their processes before suggesting changes, celebrated quick wins to build confidence, and kept feedback two-way. That openness earned trust while we delivered on the company IT objectives.
How to Build Trust While Evaluating the Team and Priorities
1. Start with Listening, Not Judging
Action: Host 1:1s with every direct report and key staff across all levels.
Approach: Ask open-ended questions like “What’s working well?”, “What do you wish we’d stop doing?”, and “If you were in my shoes, what would you focus on?”
Why: You show respect for their insight and institutional knowledge, building trust without disrupting the flow.
2. Acknowledge Past Wins, Even if You Plan to Pivot
Delicate Move: Inherit legacy systems or pet projects that may not align with your vision.
Tactic: Frame needed changes as building on a strong foundation, rather than tearing things down.
Example: “I can see why the team invested in this solution—it made sense at the time. Let’s explore whether it’s still the best fit moving forward.”
3. Establish a 'Learning Mode' Grace Period
Action: Publicly commit to spending 30–45 days in “listen, learn, and observe” mode before making structural or personnel changes.
Why: Sets a collaborative tone, and reduces defensive behavior from staff.
4. Build Early Wins That Benefit the Team
Quick Wins: Fix a nagging ticket backlog issue, secure budget for needed tools, or remove a blocker.
Why: Shows you're here to enable, not just evaluate.
5. Communicate Transparently, Often
Format: Weekly updates or informal town halls.
Tone: Clear, consistent, and human. Share what you’re seeing, what’s next, and why it matters.
Outcome: Builds psychological safety.
6. Handle Poor Performance with Dignity
Approach: If a legacy staffer isn’t meeting expectations, offer coaching or a performance plan before making structural moves.
Why: Treating people respectfully sends a message about your leadership style.
First 100 Days Plan for a New IT Leader
Days Focus Key Actions
0–30 Learn & Connect
• 1:1s with staff, peers, and business partners
• Review budgets, org charts, SLAs, and major projects
• Shadow frontline IT staff (help desk, AV, support)
• Establish your leadership principles with the team
31–60 Assess & Prioritize
• Identify quick wins and low-hanging fruit
• Begin gap analysis (skills, tools, security, alignment)
• Create a SWOT summary
• Launch feedback loops or listening sessions
61–100 Act & Align
• Finalize a 12–18 month strategic roadmap
• Socialize vision with leadership and staff
• Make any needed org changes (with empathy)
• Set clear KPIs and accountability models
I've found that honesty and openness are the most powerful tools when stepping into a new leadership role. Transparency builds trust quickly, especially in environments where people are used to double-speak or navigating layers of ineffective middle management.
Most people appreciate knowing where they stand, what the expectations are, and being treated like the capable adults they were hired to be. I believe in creating a space where people feel respected, informed, and empowered - even when the message is tough.
If the goal is to turn things around, it starts with mutual respect, direct communication, and shared ownership of the outcomes. Let them know you can't control what happened before you got there, all you can do is look forward.
Transparency isn't just a leadership trait - it's a cultural accelerator.
Two books I recommend for helping navigate this type of situation:
- The First 90 Days by Michael D. Watkins
- Leaders Eat Last by Simon Sinek