The first 100 days in a new executive role are often framed as a sprint.
A time to prove value, make bold moves, and demonstrate leadership presence.
But in my experience working with executives and senior leaders, the biggest mistakes don’t come from poor strategy — they come from the assumptions they carry into the role.
Assumptions about people.
Assumptions about culture.
Assumptions about leadership.
And when these assumptions go unchallenged, even the most capable leaders can lose trust before they’ve truly begun.
Here are five costly assumptions:
New executives often feel pressure to act fast.
They believe credibility comes from quick decisions and visible change.
In reality, premature action can signal impatience rather than confidence.
Teams don’t expect instant answers — they expect thoughtful leadership.
What to do instead:
Use your early days to observe deeply.
Ask questions.
Map power dynamics.
Note: Channel urgency into high-leverage actions that influence both people and outcomes
Past success opens the door — but it doesn’t guarantee trust in a new environment.
Relying solely on prior achievements can unintentionally create distance.
What to do instead:
Build credibility locally.
Listen more than you speak.
Show respect for institutional knowledge.
Note: Your track record may be impressive; the key is applying those lessons to the current context.
Many executives mistake polite nods for buy-in.
Teams may comply publicly but resist quietly — especially when they feel unheard or uncertain.
What to do instead:
Create spaces for healthy disagreement.
Invite dissent early.
Ask, “What are we missing?”
Note: Innovation thrives where curiosity and constructive disagreement are welcomed.
The higher the role, the stronger the pressure to appear decisive and certain.
But instructions too early may shut down collaboration.
What to do instead:
Replace certainty with curiosity.
Say, “Here’s what we know. Here’s what we’re exploring. Here’s what we’ll decide together.”
Note: Admitting what you don’t know opens the door to insights and builds trust
Every organization has its own culture, history, and unwritten rules.
Culture doesn’t change because of a new leader.
When executives underestimate culture, they unintentionally clash with it.
What to do instead:
Learn the culture before reshaping it. Understand what’s working before changing what isn’t.
Observe how decisions are made, how conflict is handled, how success is rewarded.
Then lead by example. Culture follows conduct.
Note: Ignoring culture risks resistance; working with it accelerates outcomes.
The first 100 days aren’t about proving how much you know.
They’re about building the conditions for long-term impact.
The most successful executives I’ve worked with don’t rush to assert authority.
They earn it through curiosity, humility, and intentional presence.So before you act, ask yourself:
👉 What assumptions am I carrying into this role — and are they helping or hindering?
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