Early leadership mistakes often stem from a perceived need to have all the answers. A more powerful approach is to express confidence in the mission while openly asking your team for feedback on how you can improve as a leader to better serve them and the company.

When starting a new role, Jim Stengel's first move is to interview leaders in other functions and ask, 'What can I do for you to help you achieve your goals?' This simple act builds immediate trust, uncovers hidden organizational challenges, and establishes a collaborative agenda from day one, transforming the spirit of the room.

To prevent teams from becoming defensive, new leaders who ask many questions must explicitly state their intent. Jill Kramer regularly tells her team she asks questions 'to understand,' not 'to challenge,' which fosters psychological safety and open dialogue.

In your first 90 days, resist the urge to be the expert. Instead, conduct a "listening tour" by treating the organization as a product you're researching. Ask questions to understand how work gets done, what success looks like, and what challenges exist at a systemic level.

Before officially starting as CEO, Nicolai Tangen interviewed 140 employees with a single prompt: 'What's on your mind?' After about 70 conversations, clear patterns emerged, revealing the three most critical priorities for the organization. This process provides an unfiltered diagnostic and builds early trust.

Always leading with good news causes unresolved problems to pile up, eroding trust. Instead, start meetings by addressing challenges and presenting a clear solution. This builds credibility and ensures critical issues get the attention they deserve.

New leaders must transition from being the expert to being a coach. This involves letting your team struggle and even fail. Ask open-ended questions like, "When have you faced something similar before?" to build their problem-solving skills instead of simply giving them the solution.

To get honest feedback as a new leader, Jill Kramer had her leadership team discuss her for 90 minutes without her present. This exercise provided crucial, unfiltered insights on her performance and what the team needed from her, accelerating trust.

When you're hired into a leadership role, it's because the company needs something fixed. Conduct a "listening tour" specifically to understand the underlying issues. This reveals your true mandate, which is often a need for more innovation and faster speed to market.