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.

The transition from a hands-on contributor to a leader is one of the hardest professional shifts. It requires consciously moving away from execution by learning to trust and delegate. This is achieved by hiring talented people and then empowering them to operate, even if it means simply getting out of their way.

When hired externally into a role existing employees wanted, your first job is to build trust. Frame your presence as a net positive for their careers by understanding their goals and actively helping them grow. Show them you are an enabler for their success.

When lawyer Amy Weaver felt unqualified for the CFO job, Salesforce COO Brett Taylor told her not to be a traditional CFO but a strategic partner. This reframing allowed her to leverage her unique skills instead of trying to mimic a predecessor, a crucial lesson for anyone taking on a stretch role.

To build alliances with C-suite peers like the CFO, a new executive should act as a 'servant leader.' Instead of asserting authority, frame your function's role as being in service of their agenda. Asking "how can we make your life easier?" builds trust and collaboration from day one.

When Jill Kramer succeeded a long-tenured CMO, he advised her to embrace their differences, stating it was 'right for the company.' This upfront acknowledgment gave the team permission to adapt and move forward, preventing resistance to change.

Joining as a new tech lead for an existing team, the speaker built trust by forbidding himself from giving direct orders or rejecting designs. He instead embedded with teams and used strategic questioning to guide them, helping them arrive at the right conclusions while respecting their expertise.

Harvey's COO doesn't own a single function like GTM. Instead, she tackles complex, cross-functional initiatives that the CEO would otherwise have to lead. She manages stakeholders and synthesizes options, effectively acting as a clone of the CEO for driving company-wide strategic projects and increasing his leverage.

When stepping into a senior role, especially at a young age, the priority isn't to exert authority. Instead, focus on humility: meet with your new reports, listen to their needs, publicly praise their work, and deflect credit to them to show you are on their side.