Your First 90 Days: The Frontline Leaders Survival Guide

Stepping into your first leadership role is a big deal.

You’ve worked hard, proven yourself, and now you’re in charge. But with that promotion comes a new set of challenges; some of which no one warned you about.

While your technical skills may have helped you earn the promotion, leadership requires an entirely different set of skills. Ones that many new leaders struggle to develop quickly.

Suddenly, you’re responsible for more than just your own work.

You’re leading a team, setting expectations, handling conflicts, and making decisions that impact more than just yourself. It’s exciting, but it’s also overwhelming.

In your interview, you were more than likely asked this question:

“What’s your plan for your first 90 days of you were to successfully obtain this position?”

This question was asked to determine your understanding of the role and see how you plan to make your transition into this new role.

But beyond the importance of this question, one thing you need to understand is that:

Your first 90 days are vital for your leadership success!

The first 90 days are critical in shaping your leadership style, earning trust, and avoiding common pitfalls. Watkins (2013) highlights that leaders who don’t gain momentum during this period often encounter considerable challenges later on.

That’s why you need a game plan!

This guide will walk you through each phase of your first 90 days, breaking it down into manageable steps. You’ll learn how to earn trust, set expectations, handle difficult conversations, and establish yourself as a confident leader; without burning out.

Let’s get started setting you up for success!

Phase 0.5: Preparation Day 0

Your leadership journey starts before your first official day. The more preparation you do upfront, the smoother your transition will be.

Before officially starting your first 90 days, take time to understand your team, the organization’s goals, and leadership expectations. 

How to Prepare:

Meet With Your Boss

Sit down with your new boss to understand what success looks like in your new role.

Get clear on what’s expected of you:

• What are your top priorities?
• What challenges should you anticipate?

This will help you understand what your new boss expects of you, not only just in your first 90 days, but throughout your career in this role.

Analyze Your Team

Request feedback on your team’s strengths, weaknesses, and current challenges.

Ask your boss questions like:

• Who are the key players?
• What’s the team’s reputation?
• Are there any ongoing issues you need to be aware of?

Even if you were a member of this team previously, it is always wise to seek other people’s views on your team’s dynamics.

Review company policies and procedures

Every workplace has unwritten rules. Pay attention to how decisions are made and how communication flows.

You want to know this one! Trust me.

Getting my first frontline leadership role as an internal promotion, I thought I already knew this.

Man, was I wrong.

Once you are in those meetings, things you thought you knew, suddenly aren’t correct.

Pay attention. Learning how these things flow, will be vital to your success.

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Phase 1: Laying the Groundwork Days (1-30)

Day one of your first 90 days is here.

It’s now time to start laying the groundwork in your first 90 days, that will help build your future success.

Days 1-30 should be spent focusing on these four things:

1. Establishing Credibility and Trust
2. Setting Expectations and Boundaries
3. Mastering Time Management as a Leader
4. Understanding Team Dynamics

Establishing Credibility and Trust

Trust is the bedrock of effective leadership.

Trust takes time to build, but seconds to lose!

Without trust, even the most well-intentioned leaders will struggle to gain buy-in from their teams.

The first step in building trust is active listening. Instead of immediately implementing changes, focus on understanding your team’s concerns, challenges, and aspirations.

Taking the time to listen not only helps you build rapport but also provides valuable insights into team dynamics. Research shows that employees who feel heard are 4.6 times more likely to perform at their best, as Crone (2024) found.

Setting Expectations and Boundaries

One of the biggest mistakes new leaders make in their first 90 days is assuming their team knows what is expected of them. Clear expectations eliminate confusion and create a culture of accountability. Gallup research indicates that only 50% of employees strongly agree that they know what is expected of them at work, directly impacting performance and engagement.

Equally important is setting boundaries to establish a healthy work dynamic. Many new leaders struggle with wanting to be liked, leading to blurred professional lines. Being approachable is important, but maintaining professional boundaries ensures respect and authority.

Mastering Time Management as a Leader

Time management is a major challenge for new leaders. Unlike individual contributors, who primarily manage their own tasks, leaders must balance team responsibilities, meetings, and unexpected challenges. Poor time management often leads to burnout and decision fatigue.

Time Management Strategies for Leaders:

• Prioritize tasks using the Eisenhower Matrix. Focus on what is important, not just what is urgent.

• Block time for deep work. Schedule time to focus on strategic thinking instead of constantly reacting to issues.
• Delegate effectively. Avoid the trap of trying to do everything yourself. Trust your team to handle tasks within their expertise.

A common mistake new leaders make is micromanaging because they feel responsible for every detail. However, studies show that employees who are given autonomy are more engaged and productive than those who are micromanaged.

Understanding Team Dynamics and Unspoken Rules

Every team has its own dynamics and unspoken rules. Some employees may be natural influencers, while others may resist change. Identifying these patterns early can help you navigate team relationships effectively.

Key Observations to Make:

• Who do team members turn to for advice or guidance?
• Are there any ongoing conflicts or tensions?
• What are the unwritten rules that shape team culture?

Navigating team dynamics requires emotional intelligence. Research by Daniel Goleman highlights that leaders with high emotional intelligence outperform those with only technical skills. Developing self-awareness, empathy, and relationship management skills will help you establish trust and credibility.

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Phase 2: Gaining Momentum (Days 31–60)

By the time you reach the second month of your first 90 days in your new leadership role, the adrenaline rush from your first few weeks starts to fade. The spotlight shifts from “getting to know you” to “what have you done so far?”

This is where the rubber meets the road.

In Phase 1 of your first 90 days, you focused on building relationships, listening, and laying the foundation. Now, it’s time to start making an impact.

But not just any impact; intentional, strategic, and sustainable impact.

The middle stretch of your first 90 days is often where momentum is either solidified or lost. Your team is starting to form opinions about your leadership style, your decisions, and your direction. They’re watching to see if you can actually lead or if you’re just another boss passing through.

Here’s how to use this phase to gain momentum, build credibility, and start delivering real results.

You’re Not “New” Anymore, So Now What?

There’s a strange moment at the start of month two of your first 90 days.

It’s subtle, but you’ll feel it.

People stop introducing you as “our new supervisor” and just refer to you by name. You’ll walk into a room and instead of awkward stares, you’ll get questions, jokes, or complaints.

This is good.

It means the ice has cracked.

But with that familiarity comes a new kind of expectation: people want to see you do something.

They’re wondering if you’re just here to maintain the status quo or if you’re going to step up and actually lead. You don’t have to come in with all the answers, but you do need to start moving the team forward. Otherwise, the respect you earned in month one starts to fade fast.

From Listening to Leading

You’ve spent your first month listening, which was absolutely the right move.

But now it’s time to start speaking with more intention. You’re not just collecting information anymore, you’re interpreting it, making decisions, and guiding people.

It doesn’t mean you’re suddenly going to have all the right answers. But you do need to start showing some judgment. Small decisions now matter more than you think. They’re the building blocks of your leadership credibility.

Even a simple decision like adjusting how a morning meeting is run sends a message: you’re observing, you’re acting, and you care enough to improve the experience.

Define the Vision; Even If It’s Small

Let’s talk vision.

Not the corporate kind with slides and mission statements. We’re talking practical, boots-on-the-ground vision.

By now, you’ve probably noticed a few things that could be better.

Perhaps communication is inconsistent. Maybe no one seems to know what success looks like. Or maybe there’s just a general sense of burnout. Whatever it is, you don’t need to fix it all overnight, but you do need to start painting a picture of where you’re trying to take the team.

Start by saying things like:

“I want us to be known as the team that always has each other’s backs.”
“Let’s become the group that knocks out the tough stuff before lunch.”
“I’d love to see us hit our targets and still have energy at the end of the week.”

These kinds of statements give people something to grab onto. They create alignment. And they make it clear that you’re not just managing tasks, you’re building something.

This is the essence of your first 90 days; you are setting the foundation for what you are trying to build.

Quick Wins Matter More Than You Think

You’ve probably heard the phrase “quick wins” a hundred times. But let’s unpack why they’re so important right now.

In Phase 2 of your first 90 days, your credibility is on the line. People want to know: are you just talk, or can you actually get stuff done?

When your team sees that something improved because you listened and acted, their confidence in you goes up. Momentum builds. And that’s what you want.

A common mistake of new managers is trying to change everything at once, but as we discussed here, the key is not to overload yourself.

Start Nudging Accountability (Without Being a Jerk)

This is also the phase where people test boundaries.

You’ll see someone show up late without saying anything, or miss a deadline and shrug it off. They want to see if you’re paying attention, and more importantly, what you’ll do about it.

Here’s the trick: you don’t need to come down hard. But you do need to say something.

Accountability in this phase should feel like a nudge, not a smack. A simple, “Hey, I noticed you’ve been running behind this week. Everything okay?” opens the door for dialogue. It shows that you care, but you’re not going to let things slide.

Consistency is key. If you only address issues with certain people or ignore others, trust starts to erode. People aren’t just listening to what you say, they’re watching who you say it to.

Communication Becomes a Rhythm, Not a Reaction

If Phase 1 of your first 90 days was all about listening, Phase 2 is about establishing rhythm.

You don’t need to overcomplicate this. A five-minute daily huddle. A weekly wrap-up. A standing one-on-one every other Tuesday. The point isn’t the format—it’s the consistency.

When your team knows they’ll hear from you at regular intervals, it creates stability. It reduces anxiety. And it gives you more chances to reinforce expectations, celebrate wins, and offer support.

Reactive leaders wait for problems. Proactive leaders create rhythms that prevent them.

Time to Start Delegating; But Do It Thoughtfully

One of the biggest mistakes new leaders make is trying to do everything themselves.

It’s understandable.

You want things done right. You want to earn respect. But if you don’t start delegating now, you’ll burn out, and you’ll prevent your team from growing.

Delegation doesn’t mean dumping your to-do list on someone else. It means giving people opportunities to step up in ways that stretch them without setting them up to fail.

When done well, delegation builds trust in both directions.

Recognition Is Your Secret Weapon

Want to motivate your team faster than a bonus? Try recognition.

I’m not talking about fake praise or participation trophies. I mean real, specific, timely recognition.

Did someone step in to help a struggling teammate? Say so.

Did someone go the extra mile on a task? Mention it.

Did someone finally speak up in a meeting after weeks of silence? Celebrate that.

The key is to connect the recognition to a value or behavior you want to reinforce. Like this:

“I really appreciate how you helped Jake on that issue. That kind of teamwork is exactly what we need more of.”

Recognition doesn’t cost you anything. But it builds trust, boosts morale, and strengthens culture.

Begin Your Personal Leadership System

Here’s something most people don’t tell you about leadership: you need systems.

Not just spreadsheets and org charts, but personal systems for staying organized, following up, and tracking progress.

Documentation will be your lifeblood throughout your career journey. Start now!

Create a method to capture notes from one-on-ones. Develop a way to track commitments you’ve made to the team. Keep a simple dashboard (even if it’s just a notebook) for ongoing issues and upcoming deadlines.

You don’t need a fancy app. You just need something to help you stay consistent. Because people remember when you follow through.

And they definitely remember when you don’t!

Author Tip:

I have tried almost every method available, from the simplicity of a paper notebook to the high-end note-taking tablet, such as the Remarkable. The system I have found that works best for me is Microsoft OneNote.

Keep Your Boss in the Loop

Don’t assume your boss sees your effort. They’re busy. If you want their support, you have to keep them informed.

Send a short update every couple of weeks: here’s what’s going well, here’s what I’m working on, and here’s where I might need help. It positions you as a leader who’s proactive and on top of things, not someone they need to micromanage.

It also gives you a chance to highlight team wins. When your boss sees that your people are performing better under your leadership, you’re building credibility in both directions.

Ask for Feedback (Even If It Feels Weird)

This one might feel awkward. You’re the leader now, shouldn’t you already know what you’re doing?

Yes and no.

You don’t have to act on everything.

But listening matters.

People notice. And when they feel heard, they’re far more likely to hear you in return.

This Is Where the Real Leadership Begins

Phase 2 of your first 90 days isn’t about big changes or bold moves.

It’s about consistency. Presence. Intention.

It’s where you show your team what kind of leader you’re going to be, not through speeches, but through your habits.

Every check-in. Every conversation. Every little win. They’re all bricks in the foundation of trust and influence you’re building.

Momentum isn’t loud. It’s steady. And if you build it right in these 30 days, Phase 3 becomes a whole lot easier.

You’re no longer new. You’re the leader. Now go lead like it.

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Phase 3: Leading with Purpose (Days 61–90)

Welcome to the final stretch of your first 90 days.

If you’ve made it this far, first off, congratulations. You’ve survived the whirlwind of introductions, awkward silences, team dynamics, and imposter syndrome that come with the early days of leadership.

But now it’s time to do more than just survive.

This phase? It’s where you start thriving.

Days 61 to 90 are all about establishing a rhythm, reinforcing expectations, and setting the tone for the kind of leadership culture you want to build moving forward.

You’ve listened, built trust, made a few changes, maybe even earned a few wins. Now it’s time to lock it in. Because people are no longer watching to see who you are. They’ve decided who you are.

The question is: can you turn that perception into long-term impact that goes beyond your first 90 days?

You’ve Got Traction, Now Build Consistency

At this point, your team knows your name. They’ve heard your ideas. Maybe they’ve even seen a few processes improve under your watch.

But here’s what you need to know:

Trust doesn’t stop building at day 60. It starts compounding.

Think of leadership like investing. The deposits you’ve made over the first two months, listening, showing up, acting with integrity, are beginning to yield returns.

But if you get complacent now?

The whole thing wobbles.

People need to see that you’re consistent. That your energy doesn’t fade. That you meant what you said in month one and you’re still showing up in month three.

So, before anything else, ask yourself:

• Am I keeping the promises I made early on?
• Am I still listening, or am I now just assuming?
• Have I drifted into task mode and stopped leading intentionally?

If you’re slipping, don’t panic. Just course correct. That’s what real leaders do.

It’s Time to Cement the Culture

You’ve probably heard the quote: “Culture eats strategy for breakfast.” That’s not just a fancy consultant line, it’s real.

And guess what?

You’re now one of the key influencers of your team’s culture.

By day 60 of your first 90 days, people start mirroring what they see in you.

If you value direct feedback, they’ll start giving it.

If you prioritize safety, it’ll show in how they work. If you model calm in chaos, others will learn to do the same.

So be intentional.

Take a moment to step back and define what you want the culture to feel like.

Do you want a culture of accountability? Recognition? Fun? Hustle? Balance?

Once you know, reinforce it. Constantly.

Don’t just say, “We’re about teamwork here.” Show what that looks like. Tell stories. Share wins. Highlight behaviors that reflect the culture you’re after.

Because culture isn’t built in one team meeting, it’s shaped by what you say and do every single day.

Step Into Coaching Mode

If Phase 1 of your first 90 days was listening and Phase 2 was doing, then Phase 3 is coaching.

By now, you’ve spotted who your high performers are. You’ve also probably got a sense of who’s coasting or struggling. Don’t ignore that.

This is the time to start helping people grow.

But coaching doesn’t have to be formal. It’s often better when it isn’t.

It might look like:

• Asking a team member, “Where do you want to go in your career?”
• Giving someone stretch assignments that build confidence
• Encouraging someone who’s doubting themselves

And here’s a powerful coaching move: start giving feedback in real time.

Don’t wait for a review. If someone does something great, call it out now. If someone’s veering off course, talk to them immediately, respectfully, clearly, and with the goal of helping them improve.

Great leaders don’t avoid discomfort. They lean into it, because they care enough to coach.

Mastering Difficult Conversations

During your first 90 days is learning how to navigate the challenging conversations that are inherent to leadership. Avoiding them only makes things worse.

How to handle them with confidence:

• Be direct but respectful. Get to the point without sugarcoating.
• Focus on facts, not emotions. Stick to specific behaviors and impacts.
• Listen before reacting. Understand their perspective before responding.

If you let small issues slide, they turn into big ones. Address problems early.

Empower Your Informal Leaders

Every team has informal leaders.

You know who they are. They’re the ones others naturally look to during moments of confusion. They may not have the title, but they hold influence.

Now’s the time to engage them.

People listen to peers differently than they listen to the boss. When your informal leaders start echoing your values, vision, and expectations, it sticks.

But a quick warning: don’t play favorites. Empower them, but make it clear that leadership is a responsibility, not a privilege.

Systematize What’s Working

You’ve probably noticed that some things are working better than others.

Maybe your daily check-ins are smoother now, your one-on-ones are finally clicking, and your team’s communication is more streamlined.

Now’s the time to systematize those wins.

Write down what’s working. Build templates. Create repeatable routines. That way, your progress doesn’t depend on whether you’re having a good day or a bad one; it becomes baked into how your team operates.

Because consistency creates trust. And systems support consistency.

Don’t over-engineer it. But do take time to codify what’s working so it doesn’t get lost in the shuffle when the next big challenge hits.

Get Ahead of Burnout, For You and the Team

Around the 60 to 90-day mark, fatigue starts to set in.

For you, it might be from always being “on,” constantly juggling decisions, and trying to prove yourself. For your team, it might be from adjusting to your leadership style, dealing with change, or just general work demands.

Don’t wait until burnout bites.

Start normalizing rest, reflection, and pacing yourself.

• Take time to walk the floor without an agenda.
• Encourage your team to take breaks without guilt.
• Be vocal about managing stress and workload.

Also: make time for yourself.

You’re no good to anyone if you’re running on fumes. Build habits now that prioritize your health and mental clarity.

That’s not weakness.

That’s wise leadership.

Reflect on the Wins and the Lessons

As the end of your first 90 days approaches, it’s easy to get caught up in what you haven’t done yet.

Pause. Take inventory.

You’ve learned a ton. You’ve made decisions. You’ve built trust. You’ve earned respect.

And yes, you’ve probably messed up once or twice, too. That’s part of it.

Leadership isn’t about perfection. It’s about reflection and progress.

Block out time to ask yourself:

• What’s working really well?
• Where have I grown the most?
• What do I wish I had done differently?

And then, capture it. Write it down. Talk it out with a mentor. Share it with your boss.

This kind of reflection separates reactive leaders from intentional ones.

Recast the Vision, Louder This Time

Remember back in Phase 2 of your first 90 days when you painted a small vision?

Now’s the time to build on it.

Because what felt like a suggestion in month two can become a rallying cry in month three.

Here’s how you might phrase it:

“We’ve come a long way in the last 90 days. But we’re just getting started. I believe this team can be the standard others measure themselves against, and I’m excited to lead us there.”

When you speak like that, people lean in. They want to follow someone who believes in them.

Don’t Forget to Celebrate

Last, but never least: celebrate.

Leadership can be exhausting. But celebration is fuel.

It reminds people why they show up. And it reminds you why you wanted this in the first place.

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Final Thoughts: You’re Ready for What’s Next

If you’ve followed this guide and stayed intentional, you’re not the same person you were 90 days ago.

You’ve listened deeply. You’ve led with purpose. You’ve shown up consistently.

And most importantly, you’ve laid the foundation for long-term leadership, not just a temporary title.

You have made your first 90 days count!

Now, the real work begins. But you’re no longer just “new.” You’re a leader with vision, trust, and traction.

Keep building on the foundation you laid in your first 90 days. Keep growing. And always, always lead from the front.

You’ve got this.

References

Crone, K. (2024). Rewriting the rules of work: The Importance of Employee Voice. Forbes. https://www.forbes.com/councils/forbeshumanresourcescouncil/2020/11/20/rewriting-the-rules-of-work-the-importance-of-employee-voice/

Friedman, S. D. (2008). Define your personal leadership vision. Harvard Business Review. https://hbr.org/2008/08/title

Gallup, Inc. (2025). The powerful relationship between employee engagement and Team Performance. Gallup.com. https://www.gallup.com/workplace/321032/employee-engagement-meta-analysis-brief.aspx

Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books

Watkins, M. (2013). The first 90 days: Proven strategies for getting up to speed faster and smarter. Harvard Business Review Press.