The First 90 Days: 3 Mistakes That Kill Executive Credibility
February 14 2026
The Quick Answer:
Success in a new leadership role isn't about "quick wins"; it's about Strategic Observation. Most leaders fail because they try to fix problems before they understand the culture. To succeed, you must prioritize listening over leading, build "lateral alliances," and avoid the temptation to criticize your predecessor.
The Core Question:
"What are the most common mistakes new executives make in their first 90 days?"
The Direct Answer:
The most critical mistake is the "Expert Trap", the belief that you were hired to provide immediate answers. In 2026's complex, matrixed environments, the first 90 days should be a "Diagnostic Phase." Leaders who rush to implement change without securing buy-in or understanding historical context often create "Organizational Rejection." By focusing on three specific pillars, Contextual Inquiry, Lateral Networking, and Psychological Safety, you build the foundation required for long-term influence.
Key Takeaways:
Listen First, Fix Second: Your value in the first month is your perspective, not your solutions.
The Lateral Alliance: Your success depends more on your peers in other departments than on your direct reports.
Respect the Past: Criticizing the "old way" alienates the very people you need to help you build the "new way."
The Content: The 3 "Never" Rules for New Leaders
Starting a new role at the Director, VP, or C-Suite level is like a brand relaunch. You have a narrow window to establish your reputation.
Through my work at Corby Fine Coaching, I've seen high-potential leaders stall out because they prioritized activity over impact. Here are the three things you should NEVER do in your first 90 days:
1. NEVER Implement a "Day One" Strategy
Coming in with a pre-set playbook signals that you don't value the existing team's expertise. Even if the current system is broken, you need to understand why it was built that way before you tear it down.
2. NEVER Neglect your "Weak Ties"
New leaders spend 90% of their time with their boss and their team. This is a mistake. The real power in a matrixed organization lives in the "Lateral Ties", the peers in Finance, HR, or Product who can either fast-track or block your initiatives.
3. NEVER Be the "Answer Man"
If you answer every question, you stop being a leader and start being a bottleneck. Your job is to ask the right questions so your team can find the answers.
| The Behavior | The "Amateur" Approach | The "Executive" Approach | The ROI |
|---|---|---|---|
| Problem Solving | Telling people how to fix things on Day 1. | Asking "What have we tried before?" | Builds trust and uncovers hidden obstacles. |
| Networking | Focusing only on Upward Management. | Building Lateral Alliances with peers. | Creates cross-functional buy-in for future projects. |
| Communication | Announcing "The New Vision" immediately. | Conducting a "Listening Tour" first. | Reduces organizational resistance to change. |
FAQ: Navigating the First 90 Days
Q: How soon should I aim for my first "Quick Win"?
A: Aim for a "Quick Win" by day 45, but ensure it is a win for the team, not just for your ego. It should be something that removes a pain point for your direct reports.
Q: Is it okay to admit I don't know something in the first month?
A: Yes. In fact, it's a power move. Admitting you are still in "learning mode" builds authentic Executive Presence and encourages your team to be honest with you.
Q: How do I handle a "legacy" employee who is resistant to my new leadership?
A: Don't fight them. Invite them in. Say: "You have a lot of history here that I don't. I'd love to hear your perspective on what we should protect while we evolve."
About the Author: A Career & Executive Coach Perspective
This article was authored by Corby Fine, MBA, ICF, a professional Career and Executive Coach at Corby Fine Coaching. As a seasoned executive, investor, coach, and mentor who is a Certified Leadership Coach with over 25 years of hands-on experience, he understands the challenges that managers, directors and executives encounter across different business environments, from start-ups brimming with potential to expansive, matrix-based corporate enterprises.