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Abstract: The article explores research-backed strategies that can help leaders succeed when transitioning into new roles within an organization. It highlights the importance of building internal and external awareness, establishing a strong leadership brand and identity, leveraging formal and informal networks, demonstrating commitment to the team's success, and balancing the development of technical and interpersonal skills. The article provides a healthcare industry example to illustrate how these approaches can lead to early wins and accelerate a new leader's impact. It concludes that by focusing on key competency and relationship-building areas, leaders can maximize their early influence and lay the groundwork for long-term organizational benefit and personal career growth.
Assuming a new leadership role within an organization presents both opportunities and challenges. Transitioning successfully into a new position requires mastering technical skills while also gaining an understanding of organizational culture and building relationships. Without a strategic approach, it can take months or even years to maximize one's impact and fully contribute value. However, with focused effort in the right areas, a strong start and quick success are achievable.
Today we will explore research-backed strategies leaders can employ to hit the ground running and position themselves for maximum effectiveness and fulfillment in a new role.
Build Internal and External Awareness
One of the most important things a new leader can do is gain situational awareness - both internally regarding organizational dynamics and externally pertaining to industry and competitive landscapes. Research has shown that leaders who quickly grasp context are better positioned to add value (Gagne & Deci, 2005). Devote initial weeks to the following:
Meet one-on-one with direct reports to understand backgrounds, priorities, pain points, and vision for the future (Schein, 2010). Set clear expectations but also listen to gain diverse perspectives.
Schedule courtesy meetings with peers to build rapport and learn about synergies and politics between departments (Heifetz & Laurie, 1997). Foster collaboration and support of shared goals.
Interview external stakeholders, customers, suppliers and industry analysts to comprehend market realities and where the organization is doing well or facing challenges (Boyatzis, 1982). Adjust strategies accordingly.
Analyze available financial reports, quality metrics, sales data and strategy documents to grasp operational and strategic realities (Lord & Maher, 1993). Identify opportunities for impact based on informed analysis.
The time spent developing internal and external awareness pays dividends by allowing a new leader to bring strategic focus and add value from day one.
Establish Strong Leadership Brand and Identity
Beyond gaining situational understanding, new leaders must establish a commanding presence and define their leadership brand within the organization. This includes clearly communicating their vision and priorities through the following actions:
Create a 90-day action plan outlining 3-5 "early wins" that will build credibility and momentum if achieved (Bennis & Nanus, 1985). Rally the team around measurable goals.
Develop a succinct leadership philosophy and hold an "all-hands" meeting to share background, style, and strategic intentions. Welcome two-way dialogue (Alban-Metcalfe & Alimo-Metcalfe, 2013).
Publish regular written updates and reports to increase transparency. Consider a monthly newsletter highlighting goals, priorities, challenges and successes (Kellerman, 2004).
Visibly support the team through active involvement. Be present, engage, motivate, recognize contributions and address issues promptly (Wren, 1995). Practice what you preach through actions.
Continually articulate a consistent vision and ensure all communications reiterate and reinforce this overarching direction (Lussier & Achua, 2010). Unify efforts through a compelling narrative.
Taking deliberate steps to establish presence and promote a strong personal brand gives new leaders credibility and provides strategic guidance during critical initial transition periods.
Leverage Formal and Informal Networks
Beyond direct reports and peers, broader professional networks can be invaluable assets for new leaders. Intentional networking pays long-term dividends (Forret & Dougherty, 2004):
Connect with relevant industry associations and attend local events to expand knowledge and make helpful connections (Mehra, Kilduff & Brass, 2001). Look for partnership opportunities.
Reach out to functional experts internally. Form advisory councils or roundtables as sounding boards for challenging issues (Balkundi & Harrison, 2006). Tap into collective wisdom.
Schedule informational interviews with respected former leaders to learn from their triumphs and mistakes. Build long-term mentors (Higgins & Kram, 2001).
Identify 2-3 ambitious direct reports with high potential and sponsor/ mentor their career growth. Develop loyal allies and successors (Kram & Isabella, 1985).
Connect through social and online networks to stay informed of trends and public posture. Contribute thought leadership to establish expertise (Wright & Hinson, 2009; Vanhala & Ritala, 2020).
With intention, networks exponentially multiply a leader's ability to learn, influence, and achieve results from day one in a new position.
Demonstrate Commitment to the Team's Success
While establishing internal/external awareness and leadership presence, new leaders must also build trust and credibility with direct reports through demonstrated commitment to their success. Research shows supportive behaviors lead to higher engagement (Harter et al., 2002):
Conduct structured onboarding and training to quickly bring new leaders up to speed on responsibilities and goals (Cable et al., 2013).
Survey the team to understand needs, priorities and pain points. Address issues expeditiously through guided discussion (Aubé et al., 2014).
Provide clarity on priorities through a team objectives roadmap with clear KPIs and regular check-ins. Align efforts (Stewart, 2006).
Recognize contributions through notes, rewards and celebration of wins (Heslin & VandeWalle, 2011). Foster a culture of appreciation.
Address performance/ conduct problems promptly and support mediation or training when needed. Uphold standards.
Empower employees with autonomy over workflows when possible to boost engagement and ownership (Zhang & Bartol, 2010).
With patience and consistent follow-through, leaders who demonstrate true care and commitment to those they lead establish instant trust and credibility for achieving strategic goals together.
Master Technical Skills While Developing Soft Skills
While honing strategic abilities, new leaders must simultaneously master tactical responsibilities and develop interpersonal effectiveness. Balance is key to maximizing early success:
Develop Deep Understanding of the Business - Immerse in financials, operations, products/services to speak knowledgeably (Kaplan & Norton, 1996).
Continuously Develop Technical Acumen - Pursue role-specific training, certifications or education to expand mastery over time (McClelland, 1973).
Foster Communication and Influence - Hone active listening, public speaking and conflict resolution skills through practice and feedback (Goleman, 2000).
Promote Diversity, Equity and Inclusion - Champion DEI through fair processes, diverse hiring and inclusive culture (Rock & Grant, 2016).
Practice Self-Awareness and Humility - Understand strengths/ weaknesses and learn continuously with a growth mindset (Boyatzis & Akrivou, 2006).
Keeping technical and "soft" skills in balance ensures competence while building the trusted advisor relationships essential to organizational success.
Sustaining Early Momentum in Healthcare Industry Example
As a new vice president of a major healthcare system, focusing on awareness, identity, networks and team commitment led to early traction:
Interviewing leaders of acquired clinics revealed pride in quality care but frustration with bureaucratic processes. Streamlining based on frontline perspectives increased clinic autonomy and physician satisfaction, boosting quality metric attainment within six months.
Partnering with board members through in-depth strategic discussions helped gain support for repurposing underutilized facilities. By year one, two urgent care clinics were launched in growth communities, increasing access and organizational visibility within the region.
Sponsoring diverse candidates with clinical excellence and business acumen for leadership development accelerated succession planning progress. Promoting from within boosted retention while furthering DEI priorities.
Surveying physician needs revealed burnout from high patient loads. By reallocating support staff more equitably based on caseload volumes, satisfaction and productivity improved across primary care teams within three quarters.
These early wins established credibility and laid a foundation for longer term transformation through gained support, employee commitment and community benefit. Intentional focus areas led to accelerated success.
Conclusion
Mastering strategic and relational skillsets simultaneously allows new leaders to hit the ground running and establish track records of success more quickly. Research-backed approaches including situational awareness development, leadership branding, network leveraging, and team commitment enable strong initial momentum. Early "quick wins" build credibility and lay groundwork for long term organizational benefit when sustained over time. With focus, balance and perseverance, leaders assuming new roles can maximize early influence through intentional focus in key competency and relationship-building areas. Thriving early translates to more productive tenure and career growth through fulfillment of opportunity.
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Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2025). Practical Strategies for Quickly Achieving Success in a New Leadership Role. Human Capital Leadership Review, 17(4). doi.org/10.70175/hclreview.2020.17.4.1
