Springfield Missouri Public Schools

Stepping into a new leadership role is exciting, but it also comes with pressure. Whether you're becoming a Director, CIO or another senior technology leader, there is often an expectation that you'll arrive with fresh ideas and immediately begin making improvements. In my experience, that's rarely the best approach.

Early in my career, I believed that leaders demonstrated value by implementing change quickly. Over time, I've learned that the most successful transitions happen when leaders first take the time to understand the organization they've joined. Every department has a history, a culture and talented people who have been working hard long before a new leader arrives.

I've come to view the first 180 days as three distinct phases: Listen, Learn and Lead.

Phase One: Listen

The first month should be focused on gaining knowledge, not making changes.

Spend time with the people who know the organization best. Meet with staff, department leaders and stakeholders. Observe daily operations. Learn the recurring work that keeps the organization running and understand the major initiatives already underway.

Just as importantly, resist the temptation to recommend improvements too early.

Processes that may seem inefficient at first often exist for a reason. Before suggesting a different approach, understand why the current one exists. Listening isn't passive, it builds credibility while giving you the context needed to make informed decisions later.

Phase Two: Learn

Once you've gathered information, begin validating your observations.

This is the time to understand budgets, contractual commitments, staffing, governance and operational processes. Look for opportunities to simplify complexity rather than adding to it.

One question I continually ask is:"Does this practice continue to meet today's needs?"

Every organization has processes that exist because "that's how we've always done it." Sometimes those practices remain effective. Other times they've simply never been revisited.

The goal isn't to change everything. It's to identify where thoughtful improvements can make the greatest impact while respecting the work that's already been done.

Phase Three: Lead

Only after trust has been established and understanding has been developed is it time to begin leading meaningful change.

One phrase has become central to my leadership philosophy: Trust before transformation.

People are far more willing to embrace change when they understand why it's needed and trust the person leading it. That trust isn't built through organizational charts or job titles. It's earned through consistency, communication and demonstrating that decisions are made with the organization's best interests in mind.

Leadership isn't about implementing every good idea. It's about implementing the right ideas, in the right order, with the support of the people who will make them successful.

Measuring Success

Many organizations evaluate new leaders by asking what they've accomplished during their first six months.

I believe a better question is: "What foundation has been established?"

After 180 days, success shouldn't be measured by the number of completed initiatives. It should be measured by whether relationships have been built, a shared direction has been established and the organization is positioned for long-term success.

Projects will continue. Technology will continue to evolve. New priorities will emerge.

But if you've earned trust, developed a deep understanding of the organization and built a solid foundation for the future, you've already accomplished something far more important than completing a checklist.

The initiatives that follow will be stronger because the groundwork was done first.