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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.
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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 now value candidates who ask excellent questions and are eager to solve problems over those who act like they know everything. This represents a significant shift from valuing 'knowers' to valuing 'learners' in the workplace.
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.
When a new leader joins, the immediate pressure is to deliver results. However, the most effective first step is to 'wander'—to observe, listen, and deeply understand the existing environment and power dynamics before trying to implement change.
John Kaplan shares a hard-learned lesson: people who best integrate into new cultures first learn to "be the same" before showcasing their unique differences. Trying to impose your old ways or stand out immediately can alienate you from the team you're trying to join.
When you're the least experienced person in a room, your value isn't in providing answers. It's in asking clarifying, insightful questions. A well-posed question can shift the group's perspective and contribute more than generic advice, establishing your role as a thoughtful participant.
When leading functions outside your core expertise (e.g., product leading tech and data), credibility cannot come from having answers. Instead, it's built by consistently asking open-ended questions to deeply understand the team's challenges. This approach prevents solutionizing and fosters 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.
Junior investors often feel pressure to contribute in meetings. However, the most effective path is to actively listen and learn for an extended period. This builds a deep understanding, ensuring that when you do speak, your contributions are insightful and impactful, not just noise.
