Once a reorganization goes live, leaders are no longer waiting. They are in it. The organization is looking for rapid signs of momentum. Executives are being asked to make calls quickly, show decisive leadership, and validate that the new model is working.

But in reality, most leaders are still figuring out their new context. Teams are re-forming. Work is being uncovered. And no one yet has full visibility into how everything fits together.

This is the tension of the early days. The pressure to move fast and deliver results collides with the reality that long-term, scalable success depends on something slower—defining roles, building trust, establishing connection, and understanding what is really going on.

The reality: You’re expected to perform in a system you’re still learning

Your new role may be official, but the environment around you is still unstable. You might be leading a team you have never met, working in a part of the business that is new to you, and trying to navigate decisions with incomplete information.

Meanwhile, others are looking to you for answers and there is no time to reflect and analyze the right path forward. Here are steps that will help you achieve this balance and create impact for yourself and your teams quickly, while staying on course.

Five things great leaders do during the transition

1. Balance decisiveness with discovery The instinct is to prove yourself by acting quickly. But decisive leadership is not about speed alone. Take these steps to check your actions:
   • Make informed decisions with short-term relevance while signaling you’re still learning the broader system. Ask questions and show curiosity.
   • Be transparent about what you do and don’t yet know, and ask your team to help close the gaps.
2. Establish connection before authority There’s often a quiet fear: “If I don’t assert control early, I’ll lose credibility.” Trust is built by showing interest, not just issuing direction. Now’s the time to:
   • Start by listening. Ask thoughtful, open-ended questions. Seek clarification and insights.
   • Assume the team knows things you don’t and is closer to the work than you are.
   • Learn how the team functions before trying to improve it.
3. Expect the unexpected—and normalize it Every reorganization brings surprises. Legacy work emerges. Assumptions break. Systems misfire. Communications blur. Dial up your composure:
   • Stay calm and curious. Your reaction shapes how others respond.
   • Resist the urge to assign blame or fix everything. Learn from what surfaces.
4. Lead with questions, not just answers In the thick of transition, the questions you ask can influence outcomes more than commands:
   • Use a few consistent questions that signal what matters to you and encourage deeper thinking.
   • Genuinely ask for input—you’ll build credibility and sharpen your own decisions.
5. Be steady in the chaos Many organizations equate competence with rapid action and displays of command. During disruption, consistency of presence is your greatest asset:
   • Show up predictably, especially when conditions are unpredictable.
   • Make it clear your priority is helping the team succeed, not showcasing your own capability.

Four common transition pitfalls to avoid

Pitfall #1: Moving fast without understanding the system you’re operating in. Context is key. Don’t trade speed for comprehension.

Pitfall #2: Defaulting to past experience that doesn’t match the new context. What served you before won’t necessarily serve you now. Lead differently.

Pitfall #3: Trying to “look strong” instead of building the strength of the team. Heroics sap energy and undermine collective performance.

Pitfall #4: Assuming trust will come later—it starts now. If you wait to build trust, it will be too late. Now’s the time to lean into that foundation.

Key takeaways

• In the first 30 days, balance the urgency to act with the discipline to listen.
• Trust is not a soft skill—it’s the foundation for sustainable performance.
• The way you show up now will be remembered long after the reorganization dust settles.

Call to action: In the transition

If you are in the early days of a new leadership role post-reorg, ask yourself: “Am I earning the trust that will let me lead through what’s next, not just what’s now?”

If you want a downloadable version of this series, click here to get the whitepaper.

This is part of a 3-part series. Be sure to read the other two: Part 1: What great leaders do before the change and Part 3: What great leaders do after the change.