When moving into a new C-level role, Allspring CEO Kate Burke's first step is to recognize she has the least subject matter expertise. She leads with inquiry, not answers, to learn from her team. This builds trust and allows her to focus on her strengths: strategic focus and execution.

When entering a new domain, don't feign expertise. Build trust faster by openly admitting "I don't know" and explicitly leaning on stakeholders for their subject matter knowledge. This positions you as a partner who values their expertise, rather than an outsider imposing solutions.

Senior leaders feel pressure to be AI experts, but everyone is learning. The effective response isn't creating slide decks, but joining teams in bootcamps to use the tools and learn together. The new leadership craft is about asking better questions, not pretending to have all the answers.

When moving to a new industry, even as an experienced engineer, expect to start at the bottom. Embracing a "beginner's mindset" to learn the new domain's specific applications of fundamental principles is key to proving your value and succeeding in a new environment.

When entering a new domain, resist the temptation to quickly prove your worth by showcasing new industry knowledge. Instead, focus on listening and being interested in existing expertise. Your value comes from blending your unique external skills with what you learn, not from appearing instantly knowledgeable, as people often just need to be heard.

A key growth tactic is to start discussing a new topic before feeling like an expert. This "talk to learn" approach accelerates understanding. Being corrected isn't a failure but part of the rapid learning process, requiring courage and the ability to learn in public.

First-time leaders often feel pressure to have all the answers. Instead, they should embrace a "beginner's mind," openly admitting what they don't know. This creates a safe environment for the team to share mistakes and learn collaboratively, which is crucial for building a playbook from scratch.

In rooms with senior experts, junior team members often stay silent, fearing they'll look ignorant. This is a mistake. No one expects you to know everything. Proactively asking clarifying questions, even if they seem basic, demonstrates humility and is the fastest way to get up to speed and build credibility.

When stepping into a transformative career role, vulnerability is a strength. Acknowledging what you don't know, even to board members, and asking for help is more effective than feigning expertise. People are more likely to support you and will judge you more harshly for not asking for help.