When a new leader takes over a technical team, the first month is filled with pressure. People want answers. Projects need direction. And trust is still up for debate. What happens in those early days can either build momentum or cause uncertainty to take root. For leaders stepping into this environment, small choices matter more than they think.
The early wins that truly shift a team forward don’t always show up on a quarterly report. They’re quieter, but no less powerful. It might be listening to why a legacy tool still matters. Or finally fixing a workflow bottleneck that engineers have flagged for months. These small decisions don’t just solve problems—they signal something bigger: that leadership is paying attention.
Dr. D Sangeeta, CEO of Gotara, sees it all the time. “When a leader respects the history of the team and listens to what’s working, people take notice,” she says. “It’s not about changing everything. It’s about showing early on that you’re here to build on what’s strong and fix what’s not.”
These often overlooked gestures create a fast track to trust. And trust, once built, is the fuel that powers stronger alignment, better execution, and deeper engagement.
Listen First, Then Act
One of the biggest mistakes new leaders make is rushing to change things before fully understanding them. It’s easy to come in with a mandate or a vision, but if that vision isn’t grounded in how the team actually works, it can backfire.
Technical teams are especially attuned to this. They know when a process looks inefficient on the surface but serves a purpose under the hood. Listening doesn’t mean delaying action forever. It means taking the time to understand what matters to the people already doing the work.
Many Gotara-coached post M&A integration leaders use their first few weeks to identify one or two visible friction points that the team has long accepted as unsolvable. Removing just one of those early on sends a message: this isn’t business as usual. Things will get better.
Understand the Customer First
Before making changes or setting new priorities, leaders need to get clear on who the team is serving and how that success is measured. In many technical teams, especially those deep in delivery or infrastructure, it’s easy to become disconnected from the end user. But whether the customer is internal or external, understanding their needs helps define what the team should focus on first.
Engaging the team in this process can be a powerful reset. It gives context to the work and opens up conversations about value, not just tasks. When everyone sees how their role fits into the bigger picture, it becomes easier to prioritize, align, and innovate. If you don’t understand customer needs, you won’t know what kind of talent you need or how to structure your work to meet those expectations.
Preserve What Matters
Transformation doesn’t always mean starting from scratch. Sometimes, the smartest move is to honor a system or tool that the team relies on—even if it’s not shiny or modern. A beloved internal dashboard. A naming convention that’s rooted in logic only the team understands. These things carry emotional weight. Ignoring them can feel dismissive.
Acknowledging what works isn’t about avoiding change. It’s about building credibility. Leaders who walk in and tear up the playbook rarely win loyalty. Leaders who ask why something exists before removing it tend to gain support even when they do make changes.
Sangeeta puts it simply: “Preserving a few core rituals, tools, or processes shows respect. And respect builds trust far faster than authority does.”
Communicate the Small Wins
Another common misstep is assuming people will automatically notice progress. In reality, small wins often go unnoticed unless they’re pointed out. A well-timed fix. A decision that unblocks a delayed project. A faster way to review code. These may seem minor to leadership, but to the people doing the work, they’re meaningful.
Take time to name those wins. Give credit. Explain why something was prioritized. Transparency builds buy-in, especially when the changes reflect what the team has been asking for. Over time, these small acknowledgments shape the culture.
Build Early Feedback Loops
The first 30 days are a critical window for listening. But listening is only powerful when it leads somewhere. Create ways for feedback to surface easily and frequently. That might be in short one-on-ones, daily standups, or quick surveys. The format doesn’t matter as much as the consistency.
What does matter is that the team sees their input turned into action. This is where many leaders lose momentum. They collect ideas or frustrations but fail to close the loop. Even a small note—”we heard this, here’s what we’re doing about it”—can go a long way.
Avoid Overpromising
In an effort to inspire confidence, some leaders make sweeping promises during their first few weeks. The intent is good, but the risk is high. If those promises aren’t met—or worse, aren’t mentioned again—trust erodes quickly.
Instead, focus on what can be done now. Fix a pain point. Improve one small process. Communicate clearly. These tangible actions often mean more than grand plans. Teams will remember what you actually changed, not what you said you would.
Lead Through Presence
Especially in remote or hybrid environments, being visible isn’t always about showing up in person. It’s about showing up in the work. Responding to questions. Giving clear direction. Following up when you said you would.
In the first 30 days, presence creates stability. When teams are adjusting to new leadership, uncertainty is high. Clear, consistent communication can lower that anxiety and build trust faster than any playbook.
Trust Builds Execution
The goal of those early wins isn’t just to make people feel good. It’s to create the conditions where execution can thrive. When trust is in place, people move faster. They make decisions without second-guessing. They collaborate more easily across functions.
“You don’t need to fix everything at once,” Sangeeta says. “Just focus on one or two things that matter to your team. That’s enough to start a chain reaction. Trust grows from there.”
In a fast-paced technical environment, where deadlines are tight and complexity is high, leaders don’t always get second chances. The first 30 days set the tone. Small actions, taken with care and intention, can go further than bold announcements or sweeping changes.
And when those actions reflect what the team truly values, trust follows. So does progress.