Starting a new leadership position brings a mix of excitement and uncertainty. No matter how much you prepare beforehand, there’s nothing quite like those first 90 days to test your instincts, adaptability, and priorities.
This past summer I started a new role as executive director of marketing & branding at William & Mary, and as I reflect on my first three months in my new role, four key themes stand out as lessons I’ve learned in my experience that I think all new leaders in higher ed marcomm positions should consider.
1. Learn the People, Then the Job
Credit for this advice for new leaders goes to Seth Odell: “While your natural instinct may be to focus on learning the position and seeking to understand the role and operations of the organization, the first thing you need to focus on is learning the people.”
I’d further Seth’s advice and suggest meeting as many people across the institution as possible in the first 30 days, whether at an all-staff retreat or through one-on-one interactions. It’s tempting to dive straight into the strategy, looking for easy, early wins and ways to build influence, but relationships are the foundation of your work as a leader.
Understanding individual strengths, team dynamics, institutional culture, and unspoken norms is essential. By listening more than talking early on, you can gain a clearer picture of where you might be most helpful and how to lead in a way that builds trust and demonstrates emotional intelligence.
2. You’re Not the Expert Anymore, You’re the Leader of Experts
In the early and middle portions of your career, you’re often an individual contributor, owning the things you need to own and knocking them out of the park. As you grow, you naturally become an expert in one or several areas, needing to showcase competency and mastery in a wide range of disciplines.
Transitioning from being a go-to resource to managing teams of people who are each experts in their fields has been an unexpected challenge in these first 90 days. Letting go of the need to “know it all” and instead creating space for others to shine and demonstrate expertise was a bigger shift than I anticipated. Deferring to my team when it comes to their areas of expertise, rather than needing to have all the answers, required a change in mindset.
My role now is to remove barriers, align strategy, and elevate the brilliant work already happening around me. That takes a different kind of confidence—and a lot of humility.
3. Be Available at All Levels
As a leader, it’s easy to get caught up in high-level meetings and strategic priorities. The result is often less time interacting with all levels of your team, including secondary and tertiary reports.
Whether it’s a quick check-in with a frontline team member or a casual conversation with someone outside your immediate sphere, these moments are invaluable and showcase your commitment to being part of the team, not just leading from on high. When you’re approachable at all levels, you not only build trust but also create a more cohesive team culture where everyone feels empowered to contribute.
4. Have a Checklist and Stick to It
In a new role, it’s easy to say “yes” to everything. But without a plan, you risk spreading yourself too thin and losing sight of your goals. Another shoutout goes to Melissa Farmer Richards and her 30-60-90-day checklist for new leaders. Melissa’s checklist allowed me to form a plan and approach to integrating into a new culture and organization well before my first day.
This framework, a good onboarding process, and patient and welcoming colleagues can ensure you hit the ground running and start building the relationships you need to develop across your institution. Having the discipline to stick to your checklist while balancing early expectations is key to staying focused amid an onslaught of information.
Final Thoughts
If you’re stepping into a new leadership role, or thinking about taking the next step in your career, here’s the advice I’d offer based on what I’ve learned so far:
- Start with people, not plans. Build relationships before trying to make changes. Understanding who your team is and how they work will give your strategy a stronger foundation.
- Shift your mindset from expert to enabler. You don’t always need to be the smartest person in the room—you need to be the one who helps others do their best work.
- Be present for everyone. Don’t underestimate the power of being available and approachable across all levels of your team. It fosters trust and strengthens your culture.
- Use a checklist to stay grounded. Structure your goals, track your progress, and protect your time. It’s a simple way to stay focused in a very complex time.
The first 90 days are about setting the tone, not solving everything. Be intentional, stay curious, and give yourself and your team room to grow. Leadership isn’t about having all the answers right away. It’s about showing up with clarity, humility, and purpose.
