Stepping into a new leadership role is no small feat, whether you’re a CEO, COO, or another key executive. The first 90 days are crucial for setting the foundation for long-term success. During this time, you have the chance to learn, build relationships, and create momentum for the organization. As a Fractional COO, I’ve seen firsthand what works—and what doesn’t—when executives take on new roles. Here’s a guide to make sure you’re on the right track in those critical first months.
1. Listen First, Act Later
It’s tempting to dive right in and make changes, but your first priority should be listening. Meet with your leadership team, key stakeholders, and employees across different levels to get a full picture of what’s working and where the challenges lie.
Ask questions like:
- What are the biggest obstacles facing the company?
- What’s working well that we can build on?
- Where can I help?
This gives you the knowledge to make informed decisions and shows your team you’re committed to understanding their needs before jumping into action.
2. Understand the Value Chain
One of the most important things you can do early on is take a deep dive into the company’s value chain. This means understanding how your business delivers value to customers at every stage—from sourcing materials to delivering the final product. Each part of the chain is an opportunity to make things more efficient or drive better results.
For CEOs and COOs alike, reviewing each section for Opportunities for Improvement (OFIs) can reveal low-hanging fruit that might have been overlooked. Once you’ve identified those OFIs, you can prioritize them against long-term goals.
3. Prioritize What Matters Most
After listening and reviewing the value chain, it’s time to set clear priorities. You don’t need to fix everything at once. Focus on 3-5 key areas where you can make the biggest impact in the short term. These should align with both the company’s one-year goals and the bigger three-year picture.
Make sure to communicate these priorities clearly to your team. Whether you’re a CEO or COO, having everyone aligned on the same goals is critical.
4. Build Relationships with Your Core Team
Success in a leadership role comes down to building strong relationships. Whether you’re a CEO leading the company or a COO managing day-to-day operations, having a solid connection with your executive team is crucial.
Start by building relationships with your CFO, CMO, and any other key leaders. Understand their strengths, challenges, and how they can support the company’s broader mission. This also extends to customers, vendors, and partners—these relationships will play a huge role in your long-term success.
5. Focus on the Numbers
Financial health should always be front and center. Make sure you get a solid handle on the company’s numbers—especially cash flow, profitability, and your runway. CEOs and COOs need to understand where the company stands financially to make sound decisions, especially in uncertain times.
Schedule regular check-ins with your finance team to stay on top of the numbers, and ensure you have a clear strategy for managing any financial risks that might arise.
6. Set Quarterly OKRs to Drive Action
Once you’ve set your priorities, turn them into actionable goals using Objectives and Key Results (OKRs). These help break down big goals into manageable, measurable outcomes.
OKRs give you a clear framework to track progress and adjust course as needed. For example, if you’ve identified that streamlining operations is a priority, you can create an OKR that sets a measurable target for operational efficiency over the next quarter. This helps both CEOs and COOs keep their teams focused and accountable.
7. Assess Your People
A key part of leading an organization effectively is ensuring that the right people are in the right seats. Instead of focusing on shaping the culture right away, your first 90 days should include an evaluation of whether your leadership team and key employees align with the company’s core values and have the necessary attributes to succeed in their roles.
One effective process for this is based on the EOS (Entrepreneurial Operating System) framework. This method includes two main components: Value Alignment and GWC (Get it, Want it, Capacity to do it).
Value Alignment
Start by assessing whether each team member lives and breathes the company’s core values. This is essential for long-term success. Ask yourself and your team the following:
- Does this person consistently demonstrate our core values in their day-to-day actions?
- Are they a cultural fit for where we want the company to be?
Those who align with the company’s values will help reinforce the behaviors that drive success, while those who don’t could hinder progress or create friction down the road.
GWC (Get it, Want it, Capacity to do it)
Once value alignment is clear, the next step is to use the GWC framework to assess if people are truly in the right roles:
- Get it: Does this person “get” their role? Do they have a natural understanding of what the position requires?
- Want it: Does this person want the job? Are they motivated to take on the responsibilities, challenges, and rewards that come with their position.
- Capacity to do it: Does this person have the skills, experience, and bandwidth to perform their role at a high level?
This process helps you take a clear-eyed look at your team and identify where changes may be needed, either in responsibilities or in personnel. It also allows you to confirm that your key leaders have both the alignment with company values and the practical capability to succeed in their roles.
By prioritizing value alignment and GWC during your first 90 days, you set the foundation for a strong, cohesive leadership team that’s equipped to help drive the company forward.
8. Keep the Communication Flowing
Communication is key during this transition period. Whether you’re the CEO setting the strategic vision or the COO ensuring smooth operations, everyone on the team needs to understand where the company is heading.
Hold regular check-ins, send updates, and be transparent about the challenges and opportunities ahead. This will build trust and ensure everyone stays on the same page.
9. Leverage Outside Expertise
No executive, no matter how experienced, knows everything. Surround yourself with external experts who can help fill in knowledge gaps or offer a fresh perspective. Fractional COOs, CFOs, and other consultants can be an invaluable resource during your first 90 days, providing insights without adding full-time overhead.
The First 90 Days Are Just the Beginning
Whether you’re a CEO or COO, the first 90 days set the tone for your leadership. By listening, setting clear priorities, building relationships, and focusing on what matters most, you can lay the groundwork for success. Remember, it’s not about doing everything at once—it’s about making smart moves that drive long-term results.
