I was in a conversation recently about what is reasonable to expect from an incoming CEO before their first day.

In many transitions, there is a 60–90 day lag between the offer and the start date because of notice periods and contract obligations. That lag often includes important events like board meetings or the annual conference. The question comes up quickly.

Should the incoming CEO participate?

The Invisible Line between “Incoming” and “In Role”

On the surface, early participation sounds great. You get to meet the board and members. You see how the organization operates. If there is a conference, you get a rare chance to see the flagship event in action. It feels like a head start, but there is also risk.

Even if the board insists they have “no expectations” for decisions, the moment you show up at a board meeting or a major event, people see you as the CEO. You are in the role in their minds, even if your official start date is weeks away.

You may be asked to weigh in on issues you do not yet understand. You have not seen the budget in detail. You do not know the personalities in the room. You do not know which conflicts are new and which are ten years old.

That puts you in a bind. If you defer, you risk seeming hesitant at the exact moment people are looking for leadership. If you speak too strongly, you risk taking a position without the context you need.

The Minefield of Board Meetings

In my view, the downsides of attending board meetings before your start date outweigh the upsides.

Board meetings are where authority lives. Once you sit at that table, you are in the decision flow whether you like it or not. Even if you say you are “just observing,” people will watch your face. They will read your body language. They will ask what you think.

If something controversial comes up, you either:

• Step in, without enough background.
• Or step back, and set an early pattern of deferring.

Neither is ideal in your first interactions with the board.

The Value of Conferences and Member Events

Conferences and member events are different. They often only occur once a year and are often critical to the oragzanition. They are rich listening environments. You can walk the halls, sit in sessions, and talk with members and staff. You can start to understand:

• What people are proud of.
• What they complain about quietly.
• Where the organization shines in public.
• Where the cracks show under pressure.

If you choose to attend a conference before your start date, make it clear that you are there to learn, not to decide. Spend your energy on questions like:

• “What feels like it is working well?”
• “What do you wish the organization would do differently?”
• “What would success look like a year from now?”

If You Start before the Start

If you are invited to participate in pre-start events, here is a simple approach.

• Be clear about boundaries.
  Tell the board chair and the staff leader who is in place that you are happy to listen and meet people, but you will not be making decisions before your official start. Ask them to reinforce that message.
• Prioritize listening over visibility.
  You do not need a big speaking role. Informal conversations over coffee and in hallways will give you more insight than a formal introduction from the podium.
• Protect the interim or current leader.
  If there is an interim CEO or an outgoing CEO still in place, direct operational questions back to them. You will need their partnership, and they need clear authority until the handoff.
• Capture what you learn.
  Take notes. What patterns do you hear from staff, board members, and volunteers? Those themes can shape your early priorities once you officially begin.

You only get one first day as CEO. Use the time before it to prepare, not to blur the line between “incoming” and “in charge.”