4 imperatives for new leaders

1. Understand before acting.

The instinct to prove yourself in a new leadership role can be powerful, but moving too quickly can erode trust before it's built.

"As a new leader, it's tempting to jump straight into action, pushing for quick wins to demonstrate your value," Fernandez writes. "But without understanding the broader context, even the most well-intentioned moves can backfire."

To avoid that pitfall, Fernandez recommends assessing the landscape using a structured learning plan drawn from Michael Watkins' The First 90 Days. The framework includes four domains — technical, interpersonal, cultural, and political — each requiring leaders to ask about the past, present, and future.

"You'll rarely have complete clarity, but after you've triangulated perspectives across different levels and sources, the picture starts to sharpen," Fernandez writes. "The goal isn't to gather all the information, but to gather enough to give feedback that is informed, contextualized, and constructive."

In one case, a new divisional CFO named Barry resisted his initial instinct to deliver blunt feedback to a senior staff member.

"He noticed that his head of accounting, Luis, lacked the strategic capabilities required for the role," Fernandez writes. Instead of acting immediately, Barry gathered more context and learned that Luis was "a 17-year company veteran who was widely respected, collaborative, and instrumental in mentoring younger talent."

That understanding helped Barry deliver feedback that acknowledged both the performance gap and Luis's strengths, offering a transition into a new role that served both the team and the business.

2. Build trust with vulnerability.

To ensure feedback is heard — and acted on — leaders need trust. While that usually builds over time, Fernandez says strong leaders find ways to fast-track it.

3. Align feedback with aspirations.

Understanding what drives your team members can make feedback easier to give — and easier to receive. Fernandez advises scheduling one-on-one meetings early on to ask about employees' motivations, goals, and best experiences with past managers.

"These conversations lay the groundwork for trust and make future feedback easier to deliver, as it can be positioned around helping them achieve their goals," Fernandez writes.

Fernandez shares a story about her client Divya, who became head of global sales and took the time to have career conversations with each of her direct reports. One employee, Maria, expressed her ambition to lead a larger sales organization. 

Later, when Divya needed to address Maria's habit of dominating meetings, she framed it in the context of Maria's goals. "Leading on a larger stage will mean fostering collaboration and creating space for others' ideas to shine. Let's work on strategies to build that skill now."

"By aligning feedback with Maria's aspirations, Divya made it easier to receive and more motivating to act on," Fernandez writes.

4. Lead with clarity, not ego.

Fernandez is candid about the trap many new leaders fall into: trying too hard to prove they were the right hire. That pressure can lead to feedback that's either too aggressive or too watered down.

"Exceptional leaders understand that you can be clear and direct while showing care and respect — it's not an either/or choice," Fernandez writes.

Fernandez shares a story about Michael, a newly promoted director, who needed to address missed deadlines with a senior engineer.

Michael began by acknowledging the employee's past contributions, then said, "I've noticed the missed deadlines on your recent deliverables. I know you're committed to the success of this product, and I want to make sure you have what you need to get back on track. Can you share what's been challenging, and let's talk about how I can support you?"

This resulted in a clear plan forward, improved performance, and a stronger working relationship.

"By addressing the issue head-on with care and respect, Michael reinforced accountability while strengthening trust," Fernandez writes.

Giving feedback as a new leader can feel like navigating a minefield, but it's also a defining opportunity.

"By assessing the landscape, fast-tracking trust, understanding your team's aspirations, and setting aside your ego," Fernandez writes, "you'll not only drive performance but also create a team culture built on trust, candor, and mutual success—essential ingredients for any leader's legacy."