Leadership Toolkit | Leading Well from the Start
- alexandrapflaumer
- Jan 12
- 4 min read
Tools to support thoughtful leadership transitions
Alexandra Pflaumer
January, 2026
Stepping into a new leadership role often comes with unspoken pressure to move fast, prove value quickly, and demonstrate commitment from day one. Many leaders respond by working longer hours, answering emails late at night, and being constantly available. While this may feel responsible or reassuring in the short term, it often works against them over time.
Leading well from the start is less about urgency and more about intention. The early months of a leadership transition set expectations, norms, and patterns that are surprisingly difficult to unwind later.
Why the early transition period matters
Stepping into a new leadership role is one of the most consequential professional moments a leader will experience. Research shows that leadership transitions are rarely quick or seamless, and the early months carry disproportionate influence over long-term effectiveness.
Studies of executive transitions indicate that more than half of leaders report it takes six months or longer to feel fully effective in a new role, even when they are experienced and well qualified . This extended adjustment period is often underestimated by organizations and leaders alike.
When leadership transitions are poorly supported, the costs can be significant. Research cited by McKinsey suggests that as many as 40 to 50 percent of senior leaders are perceived as failures or disappointments within two years of assuming a new role, often due to misalignment, cultural missteps, or early credibility challenges rather than lack of capability .
Early leadership behavior also shapes how teams respond. Organizational research shows that team members form impressions of a new leader quickly, and those early perceptions influence trust, engagement, and performance well beyond the initial transition period . Changes in leadership style or pace that feel abrupt or misaligned with team expectations can reduce perceived effectiveness and increase resistance if not handled with care .
Together, this research highlights a consistent theme. The early months of a leadership transition are not just about learning the role. They are about setting direction, establishing trust, and shaping the working norms that will define how leadership is experienced over time.
Leadership presence and precedent-setting: a practical example
One of the most common and costly patterns I see during leadership transitions looks like this:
A new leader wants to demonstrate commitment and reliability. They respond to emails at night, take calls early in the morning, and make themselves available whenever something comes up. Colleagues are relieved. Stakeholders feel supported. The leader feels useful.
But something else is happening.
Without meaning to, that leader is setting a precedent:
Availability becomes the measure of commitment.
Responsiveness becomes the proxy for performance.
Boundaries become blurred before they are ever named.
Over time, this creates unsustainable work patterns. The leader feels pressure to maintain the pace they set. Direct reports begin to mirror those behaviors, even if no one explicitly asks them to. Burnout risk increases, and expectations harden in ways that are difficult to reset later.
When you work odd hours consistently, you are teaching others what is expected, even if your words say otherwise.
Leading well from the start means being thoughtful about the norms you establish early, because they tend to stick.
Introducing the tools
The Leading Well from the Start toolkit was created to help leaders approach early transitions with clarity rather than pressure.
It includes:
A 30/60/90 Day Planning Guide | This guide emphasizes listening, investigation, and alignment over rushed action. It helps leaders focus on understanding people, culture, and context before pushing for momentum.
A Goal-Planning Template | Designed to keep goals focused, relational, and realistic. The template encourages leaders to limit priorities, consider relational impact, and distinguish between what they own versus what they influence.
Used together, these tools support leaders in pacing themselves while still making progress that matters.
They are especially helpful for leaders:
Entering a new organization
Stepping into expanded scope or responsibility
Navigating moments of organizational change or uncertainty
Working with Whole Person Consulting
While these tools can be completed independently, some leaders benefit from working through them with the support of an experienced thought partner.
If you are interested in working with Alexandra, you can schedule a one-on-one consulting session using the link below and receive 20% off through February 28, 2026 with code NEWYEAR26.
For questions about availability or ongoing support options, you may also contact info@wholepersonconsulting.com.
Sources and Further Reading
IMD Business SchoolHit the ground running: Transitioning to new leadership rolesResearch highlighting the time it takes for leaders to feel effective in new roles, with over half reporting six months or longer.https://www.imd.org/research-knowledge/organizational-behavior/articles/hit-the-ground-running-transitioning-to-new-leadership-roles/
McKinsey & CompanyIt really isn’t about the first 100 daysAnalysis of why leadership transitions fail and why early misalignment, not lack of skill, drives poor outcomes.https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/it-really-isnt-about-100-days
Hannah, S. T., Avolio, B. J., et al.Taking the Reins: The Effects of New Leader Status and Leadership Style on Team PerformanceAcademic research on how early leader behavior shapes team perceptions, trust, and performance.https://www.researchgate.net/publication/49834921_Taking_the_Reins_The_Effects_of_New_Leader_Status_and_Leadership_Style_on_Team_Performance
Journal of Leadership & Organizational StudiesResearch on leadership behavior changes during transitions and their impact on perceived effectiveness and resistance.https://www.sciencedirect.com/science/article/pii/S1048984324000730
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