What are some ways to help a new leader establish credibility quickly?

Be careful with this! Too much demonstrating your skills, knowledge and experience can be extremely off-putting. Think of the boss that joins the company and talks exclusively about their past achievements thinking it can inform everything they do in their new job. Many leaders do this because they want to prove themselves and show they were the right hire. The people in your organisation might end up thinking the leader lacks confidence or has something to prove. Your skills and experience got you the job and your CV shows why. So instead, focus on learning about your new organisation by actively listening. Recognise you are a key part of the team and that to succeed you need to empower those around you to deliver.

Shift your focus from showcasing expertise to creating relationships. Embrace humility, acknowledge gaps, and involve your team in decision-making. Prioritize people's well-being and growth, fostering a culture of learning and collaboration. This approach builds trust and credibility in your new role, even after a strong predecessor. For example, instead of immediately asserting your expertise, you could start by scheduling a team meeting. During the meeting, express your excitement about leading the team and acknowledge the previous leader's contributions. Then, invite team members to share their insights and concerns about the project. Encourage open dialogue and listen actively.

Take it easy, speak slowly, and ensure you get around to listening to your Team. As someone who loves to talk and tell stories this can be extremely tricky. Being mindful and attentive to the opinions, ideas, and considerations of key stakeholders will tremendously aid in your leadership journey. Let's be honest, what people expect most is new leaders to come in with bells, trumpets, and public announcements expounding their skills and abilities to make 'everything better.' If you want to be different, surprise everyone by being the quietest person in the room - Listen, listen, listen, and then speak with confidence about the shared future you're keen to co-create WITH THEM as a Team.

Well, in my view it starts with one question before. First of all, a new Leader should make it clear, what does it mean "perform" as a Leader, in a view of an employer, and in own view. This includes also greater understanding what does it mean "lead a team" and "achieve team goals". We all know that there are different leadership styles and they are differently normalized in various companies. When you clearly understand what Leadership means, including the clear meaning which actions and behaviours are considered contributing positively and opposite, then, according to my beliefs, the best way to show competence is by practical leadership behavior. At the same time, I trust a credibility will be stronger if one says "I do not know this"

Jumping into the shoes of a leader with a strong legacy can feel like stepping onto a stage after a tough act to follow. The urge is to make your mark, fast. But here’s a reality check: Your competence won't speak loudly if you're not connecting emotionally. Be genuinely you, while respecting the existing culture. This dual-pronged approach can help you sidestep the 'imposter trap' that new leaders often fall into, while rapidly gaining trust. Take Action: In your first month, set up 1:1 “Listening Tours” with key team members. Ask them what they value, their pain points, and how they envision the team’s future. It's leadership by collaboration, and it's a fast track to credibility.

Be humble. The most important part of being an expert is knowing what you don't know. Learn from your team. People want a leader who takes their concerns seriously. Showing others that you value your opinion and want to learn from them will show you care about them and earn you credibility.

Leadership, if we simplify it, is the ability to gain followers. And how can anyone follow any other if there is no clear direction defined? I think it is not "either, or" but "both, and" approach: - your purpose, mission should be compelling and inspiring - your purpose, mission should be clearly breaking apart into the pieces which are easily connectable to what each individual may see as own contribution

Communication is more than a transmission of information; it's a conduit for inspiration. As a new leader, articulating a vision isn't a solo act. You're not just painting a picture of the future, you're inviting your team to pick up a brush. A clear vision sets the North Star, but your credibility soars when you show you've thought through the journey to get there. Take Action: In your next team meeting, share your vision as a story, complete with challenges and triumphs. Open the floor for feedback and ask for everyone’s take on immediate priorities and milestones. Make this a living dialogue, not a monologue. This co-creation process not only instills confidence but also fosters collective ownership.

In my experience, the most effective way to build enduring relationships, both in the workplace and in daily life, is through "listening." Epictetus, perhaps the most renowned of the Greek Stoics, wisely observed, "We have two ears and one mouth for a reason." Especially for those in leadership positions, it's imperative to listen more than we speak. Listening not only helps us better understand our colleagues but also equips us with the tools to support them effectively. Regrettably, many leaders today position their leadership AROUND themselves. It's essential to adopt a Copernican perspective: don't see yourself as the center, but rather serve your team, instead of expecting them to serve you.

I cannot agree more on the importance of building relations. The only think I cannot agree fully - it is a "third way". To me, what differentiates good leader from not-so-good, is that the first one sees equals around, not subordinates. A good one embraces talents of each individual in a team, and builds atmosphere of trust and reliance. I think, it is primary responsibility of each leader, especially someone who recently joined an organization, to show respect, express confidence, but spread care, to build healthy, contributive relations.

Relationships are the backbone of leadership. No title or role bestows instant credibility; it’s built through genuine connections. In the breakneck pace of the corporate world, it's easy to reduce people to roles or see interactions as transactional. Resist that urge. The most memorable leaders make time to understand who people are, not just what they do. This is how you lay the groundwork for a culture of trust and collaboration. Take Action: Dedicate one-on-one time with each team member in your first month. Go beyond the resume—ask about their passions, pain points, and how you can support their growth. Remember, credibility doesn't come from authority; it's a product of mutual respect and shared values.

There are a number of ways to establish credibility. Accolades, discussing successes and much more may be appealing to some, but establishing meaningful relationships can trump those routes. When you build relationships, you can choose the foundation in which you want to build upon. Building relationship based off trust, respect, and mentorship are a few values to focus in on. You gain credibility through your actions, your consistency, and ensuring you focus on quality over quantity. Being an inspirational/charismatic leader will help strengthen trust, but being genuine in your actions amongst other things, will tell individuals exactly who you are and why you are credible.

"Walk the talk" - this is old but comprehensive statement explaining the importance of being consistent in doing as compared to saying. No one will gain credibility if actions go contrary to declarations. In fact, in my practice, I recognize it as the strongest hinder to reputation, and people sense it very clear. Keeping promise, admitting mistakes, and doing in line with your declaration are cornerstones of trust and reputation.

When stepping into the shoes of a respected predecessor as a new leader, building trust quickly is a function of unwavering integrity. Transparency is crucial – openly sharing your plans for the department and team fosters trust. Admitting mistakes and taking accountability - whether it's your own or the team's, showcases reliability and a commitment to growth. Uphold commitments diligently – it's all about delivering on your promises. Align your actions with your values consistently, otherwise your credibility will be questioned. It's also important for the team to give the new leader a chance and not view the new leader as "Jack's replacement" with comparisons, etc.

Integrity is your leadership cornerstone. In a world where news spreads fast, one act that contradicts your stated values can erode credibility in an instant. Practicing what you preach isn't just good ethics; it's good business. When people see that your words match your actions, they're more likely to buy into your vision and commit to their roles. Integrity also means owning up to mistakes—an act that not only clears the path for resolution but often enhances your credibility. Take Action: Audit your recent decisions. Do they align with the values you've professed? If not, make amends, and communicate openly about it. Your credibility hinges on your consistency.

As a person who was once involved into the big initiative of implementing Continuous Improvement into non-manufacturing environment of big multinational organization, I must say: innovators are both respected for benefits they bring, and disrespected for disruption they spread. I've seen an example of impressively creative leader of the big unit, who has annoyed pretty static organization below and nearby, and in the end was "asked" to leave, despite incredible growth and outstanding results. To say the truth, very soon his achievements were blurred in memories, but memories about unpleasant disruption with numerous ideas remained.

The quest for improvement isn't a sign of inadequacy; it's an indicator of your leadership maturity. The best leaders are those always looking for ways to elevate—not just their team, but themselves. This dynamic mindset not only sharpens your skills but also cultivates a culture of continuous improvement within your team. When you show you're willing to learn, take calculated risks, and even embrace failure as a learning opportunity, you earn respect and inspire your team to do the same.

Would like to add my acronym to establish credibility "CREDIBLE": Competence: Stay updated on industry trends and continuously improve your knowledge and skills. Reputation: Uphold your integrity, ethics, and consistency in your actions and decisions. Empathy: Be empathetic towards your team members. Dedication: Be committed to the organization's goals and the success of your team. Integrity:. Be honest, transparent, and trustworthy in your dealings with others. Believability: Ensure that your words align with your actions. Walk the talk Loyalty: Display loyalty to your team and organization. Empowerment: Empower others to succeed. Provide opportunities for growth and development, and delegate responsibilities when appropriate.

I believe that reliability stands as a foundational pillar in any role. While competence is crucial and establishes one's credibility, reliability transcends this. Being reliable means taking ownership of decisions, reinforcing your competence, assisting others, and consistently being present when needed, assuring everyone of your consistent delivery whether is a feedback, mentoring session or a pivotal project.

Establishing credibility as a new leader is critical. I prioritize knowledge of my role and industry, building relationships, setting clear expectations, being reliable, seeking feedback, leading by example, transparency, collaboration, and continuous learning. These actions help build trust and respect within my team. Most importantly I consider reliability as a critical trait to establish my credibility. By consistently meeting deadlines, following through on commitments, and being dependable, I can demonstrate to my team that they can count on me to uphold my word.

Remember that leadership is subjective and is understood to be good or bad leadership relative to a subordinate's view. You are not always going to win people as your followers. However, you should respect individual knowledge, reputations, and importance to a team or company by valuing their educated and relevant opinions and inviting them to participate in your initiatives. One person's great leader was perceived as a tyrant, and we may fall back on simple management skills to interact with some people to reduce the potential for conflict, there is nothing wrong with this. Stay humble; that's my advice.