Stepping into a New Role?

My husband John and I bought a little cottage last year near the James River. We already knew and loved the spot thanks to years of vacationing there, and we enjoy the quiet change of scenery it provides.

We’ve owned houses before, and so even though the cottage was part of a homeowner’s association (HOA), we assumed it would be no big deal.

We were wrong! HOAs, we discovered, have lots and lots of rules.

Where do the trash cans live? Which parts of the garden are ours to maintain? How do we set up HOA payments? What do you mean we need a parking sticker?

The list went on and on. And, since we are there infrequently, it took us about six months to figure it all out (sorry neighbors). That’s also when, during a casual conversation with the woman next door, I learned there is a “welcome packet” that spells everything out — but that somehow never made it to us.

Oh, how much aggravation that little packet would have spared us!

As it turns out, many new leaders face their own long list of challenges when stepping into larger roles, whether that’s a promotion within their current company or a move to a new organization.

Like new homeowners, they’re eager to hit the ground running and make a strong impression. But absent a company version of a “welcome packet,” the transition can likewise be rocky. And, unlike new homeowners, organizations can’t afford to give them six months to find their footing.

Starting Well Matters

In his landmark book, The First 90 Days, Michael Watkins clarifies how critical the early months are. That’s where the stage is set for establishing credibility, building trust, and starting down the path to long-term success and influence.

Is this easy? Not at all. Leaders arriving fresh into a new role are barraged with a tsunami of information to absorb and manage.

What does the culture value? How does my new boss like to operate? What strengths and gaps exist on my team? How do I clearly communicate my role, top priorities, and vision? Which stakeholder relationships matter most right now?

Oh, and don’t forget essential operational questions, such as, How do I get access to all the right data and systems to make good decisions while I’m still learning the ropes?

Leaders who are promoted internally may have a different set of questions and necessary adjustments, but their challenges are no less daunting. Unlike external hires, they often lack the same sense of urgency to quickly reset expectations.

I’ve seen too many newly promoted leaders make the mistake of assuming everyone understands what the promotion means and how it changes roles, goals, authority, and decision-making. Without deliberate conversations and role clarity, they stay stuck between their old and new roles, and risk falling behind from the start.

The good news in all this is that starting off on the right foot isn’t about having all the answers. Instead, it’s about asking the right questions, having the right conversations, and taking a deliberate approach to everything — right from the start.

Some suggestions…

Suggestion #1: Clarify the Role

Get clear, with both your boss and your direct reports, about what success looks like. Focus the conversations on priorities, expectations, decision-making, and where to best spend your time and energy. When expectations are clear and connected to purpose, people can move faster and with much less frustration.

[This Thrive Leadership tool for building role clarity and continued development helps leaders anchor these conversations and reinforces the idea that clarity isn’t a one‑and‑done event.]

Suggestion #2: Hold a “New Leader Assimilation” With Your Team

You need to know what your new team is really thinking. A New Leader Assimilation session gives people space to share questions, concerns, and expectations and gives you invaluable insight into how you’re showing up and what the team needs most right now.

When handled well, this process surfaces issues early, builds trust quickly, and helps you adjust your approach before misunderstandings happen. It’s one of the fastest ways to strengthen alignment and signal that you value open, honest dialogue.

Suggestion #3: Look for Meaningful, Early Wins

These can build credibility and momentum, and often come from removing everyday friction. For example, a newly promoted client was able to address a long-standing backlog issue by digging into pain points previous leaders had avoided. This created relief for her team and customers, while quickly letting others know she was ready for this bigger role. Well‑chosen quick wins go a long way.

Suggestion #4: Take Ownership and Learn Quickly

Step fully into the role by taking ownership… but stay curious as you go. Ask thoughtful questions, be a good listener, and learn enough about the business, the team, and the context to begin shaping a clear direction.

For example, before naming their top priorities and setting expectations, a new leader might spend the first two weeks meeting with key stakeholders and customers to understand what’s working and where progress is getting stuck.

Suggestion #5: Consider Short-Term Transition Coaching

At the risk of appearing self-serving (!), I strongly recommend working with an executive coach during the 3–6 month transition period. It’s in those first few months in a new role when small adjustments can make the biggest difference.

Doing so will help you get up to speed faster and think more clearly, and put the right support structures in place. Then, through regular check-ins, a good coach can help make sense of what you’re learning and keep you accountable to the goals that matter most.

Don’t Skip the Welcome Packet

Believe me, trial and error is not an effective way to find your footing. (I’m still getting the evil eye from the neighbor whose parking spot I accidentally took for a weekend.)

Every big leadership transition deserves a “welcome packet,” because learning the hard way always comes with consequences.