Let’s face it. New jobs can be intimidating. Perhaps you’re nervous about being received by peers, making your first few decisions or even your first interactions with your team. You will be learning about your new role at the same time that people will be expecting your direction and guidance. The ultimate in building the plane while you’re flying it!

Mid- to senior-managers face the task of being responsive to their teams, and responsible to their leaders. Building relationships is a 360 degree proposition.

To make your first 100 days as seamless as possible, I offer the following six key best practices for new leaders.

Help your boss

1. “What interests my boss fascinates me”

During formal and informal interactions, make sure you know what is keeping your boss (and your boss’ boss) up at night and what you can do to support them. And how they can, in turn, provide you with air cover when you need it

Help your peers

2. When peer leaders are struggling, ask first, how can I help?

Perhaps you’ve been in their shoes before. If have any work or life experience to help them sort through an issue, your support will be appreciated. Be sure to offer assistance in private where your peer will feel more comfortable discussing an issue.

3. Make sure your corporate business partners finance, human resources, safety and wellness, information technology and communications are members of your leadership team.

Position these partners as the executive advisors they are and be sure to seek their counsel on a range of topics.

Help your team

4. Support the stars and influencers on your team.

Who can you depend on to get things done? To initiate new ideas? Building a strong relationship with your team helps them to continue to be the stars they are.

Help yourself

5. Relationship are the foundation of your network.

Who are the major movers and shakers in your organization and in your industry? Make a list and make time each week to cultivate and grow these important relationships. Strong leaders provide support to each other, particularly in challenging times.

6. Engage a non-biased thinking partner.

This is someone who is solely focused on helping you to succeed, and has no vested interest in your operations. This can be an executive coach or a mentor who can bring ‘outside eyes’ to your challenges.

What strategies have you used? How have they worked for you?

Let’s have a conversation.