In my last post, I promised to let you know how Monday went. So here is the report.

No amount of preparation fully eliminates the mix of excitement and nerves that comes with a first day. But the intentional gap I had taken meant that I walked in with a clear head and a plan.

Getting the logistics out of the way.

I had done as much administrative groundwork as I could in advance: HR paperwork, benefits enrollment, and setting up accounts where self-service was available. Even so, a first day always comes with its share of bureaucratic friction. My first meeting was with IT, because there are simply some system logins you cannot get until you are officially an employee.

I also met early with the person who will assist me with scheduling. That conversation was not just logistical; it was strategic. Getting my calendar structured in the weeks ahead means my learning does not happen by accident. It happens by design.

The all-staff introduction.

The most meaningful moment of the day was a virtual all-staff meeting where I introduced myself to the team. I had thought about this last week and prepped a short slide deck. I was deliberate about what I wanted to accomplish.

I shared a bit about myself personally. I used to keep my professional and personal lives separate. Over time, I found that it was not sustainable or authentic. I have worked to bring my whole self to my work, and I think teams deserve to see the person leading them, not just the title.

I then shared my framework for the first 90 days. I am in learning mode, so I will need to lean on this team heavily while I get up to speed, and that is not a weakness. As Michael Watkins indicated in his The First 90 Days that is how you reach the break-even point faster, the moment when you shift from drawing on the organization’s resources to actively contributing to them. Transparency about where you are in that arc builds trust far better than performing with confidence you have not yet earned.

I also shared my expectations for myself and for the team. I expect them to work to continuously learn, practice kaizen (the commitment to small, steady improvement), and follow the discipline of disagree-and-commit once a decision is made. In turn, I will lead with curiosity, give and receive constructive feedback, and welcome respectful disagreement. And above all, I emphasized that we must care for and celebrate each other. High-performing teams are not just productive; they are genuinely invested in one another.

Listening as much as talking.

After I shared, I turned it over to the team. I asked everyone to respond in the chat to one question: What are you excited about, and what are you concerned about, in the next 90 days?

There was a lot of optimism and excitement. The organization has a major conference coming up in just over a month, and there is real focus and momentum around that. Most of the concerns were questions about the change that a new leader brings.

Then came the questions. They were good ones, about my plans for the organization and the values I would prioritize. I answered as fully as I could. When there were questions I was not yet ready to answer, I said so honestly and let them know how I planned to get to an answer. I would rather tell a team “I don’t know yet, but I will” than offer a polished non-answer that erodes trust before it has even been established.

So how did Monday go?

It went well. I arrived refreshed and prepared, the way I had hoped to. Now the real work begins.