Days 1–30: listen and understand.
A new role brings expectations, relationships, and work already in motion. Start by understanding those conditions. This three-part plan is a starting point; adjust the timing with your manager and team.
Meet with your manager, team members, and the partners who depend on your work. Ask a small set of useful questions:
- What is working well that we should preserve?
- Where does work slow down, and what have people already tried?
- Which decisions or relationships do I need to understand?
- What would meaningful progress look like in this role?
Keep a simple stakeholder map: who you need to learn from, what you need to understand, and the next conversation to arrange. Separate observations from assumptions. A question you have not answered yet belongs in the plan.
By the end of this phase: aim for a shared understanding of your responsibilities, key relationships, and the questions that need more work.
Days 31–60: agree on a few priorities.
Turn what you have learned into two or three priorities. For each one, write down the outcome you want, the current situation, the people involved, and how you will recognize progress.
Discuss the plan with the people whose agreement or support you need. Clarify which decisions you can make, where you need input, and what may need to pause so the priorities are realistic.
A useful priority statement
“We want to improve [specific outcome]. Today, [starting point]. Our first step is [action], owned by [person]. We will review [evidence of progress] on [date].”
For example, a team might focus on clearer project handoffs: agree on the owner, document the information needed, and review a small set of completed handoffs together. Treat this as an illustration and choose an outcome that fits your work.
By the end of this phase: have a short, agreed plan with owners, dependencies, and review dates.
Days 61–90: act, learn, and adjust.
Put one manageable improvement into practice. Explain what is changing and why, give people the support they need, and agree on a date to examine what happened.
At the review, compare the result with the outcome you intended. Ask the people affected what improved, what became harder, and what is still unclear. Decide whether to continue, adjust, or stop the approach.
Use what you learn to shape the next quarter. Recognize the work others contributed, revisit your priorities, and make the next set of commitments visible.
Keep a short weekly review.
Reserve a little time each week for four questions:
- What did I learn that changes my understanding?
- Which priority moved forward, and what evidence do I have?
- What is blocked, and whose input or decision would help?
- What is the most useful conversation or action for next week?
The downloadable planner gives you space for the three phases, a stakeholder map, and a weekly review. Revisit it with your manager or a trusted advisor as your understanding develops.
Put it into practice
Talk through the transition.
Use a Coaching Meeting with Toni to explore your priorities, the conversations ahead, and the support you need as a leader. Bring your planner and the questions you are working through.
Book a Coaching Meeting · 60 minutes
