Starting slow and low
You've just landed the big role. The temptation to make waves is overwhelming. Everyone's watching, waiting for your first move. But what if you don't make one? What if, instead, you spend your first week just walking the floor, learning names, asking questions? It feels odd. Shouldn't you be announcing a new initiative? Restructuring something? Anything to justify your position?
Here's the thing: organizations are like icebergs. The org chart shows the tip, but the real work, the relationships, the unwritten rules – that's all below the surface.
Starting slow means resisting the urge to "fix" things before you understand them. It's sitting in on meetings without dominating them. It's asking the front-line workers about their daily challenges. It's learning why things are done the way they are before deciding they need to change.
Starting low? That's rolling up your sleeves and doing some of the grunt work. It's making your own coffee instead of having it fetched. It's staying late to help with inventory when you're "above" such tasks. It feels uncomfortable. You might worry you're not living up to expectations. Your boss might wonder why they haven't seen any "results" yet.
But you're doing the invisible work. You're building a foundation of trust and understanding that no amount of top-down mandates can create. This approach won't make headlines. It won't give you a quick win to brag about at the next executive meeting. But it will give you something more valuable: a team that trusts you, and a deep understanding of what really makes your organization tick.
In six months, when you do implement changes, they'll stick. Because they'll be built on reality, not just theory. Starting slow and low isn't sexy. It isn't easy. But it's real leadership, built from the ground up.