What New CEOs Should Ask Themselves in Their First 100 Days

Harvard Business Review

a day ago

Stepping into a chief executive role is exhilarating. At the same time, the reality of leading an organization hits differently when you're actually in the seat. Employees, clients, board members and the media all want to know: Who are you as a leader? What's going to change? What's your strategy? Where are you taking the organization? The temptation to act quickly is real.
In the face of those expectations, it's important to remember that the first 100 days aren't about having all the answers—they're about setting the foundation for long-term success. And while there may be urgent decisions to make, you want to use this time to ask the right questions and get clear on where you want to go and how you'll get there.
From our experience working with hundreds of CEOs, we've seen four themes emerge as top priorities for the first 100 days. And we've identified 17 critical questions new leaders should ask themselves as they navigate each priority. This list is just the beginning. The real work is in owning the questions—and your answers.
Building a Leadership Team
Successful CEOs we've worked with don't follow the usual playbook when it comes to building their team. They look beyond familiar names and past relationships to identify who they need for what's ahead. They're looking for candidates with strong track records—not just sales numbers or project deliveries, but those with true leadership capabilities and traits.
They also make a deliberate choice to bring in a mix of perspectives, including both fresh voices bringing new ideas and experienced leaders who know the ropes. And while they are fair in assessing the leadership team they inherit, they are focused on moving deliberately and making the tough choices for who will drive the company forward. The result? A leadership team built with intention.
As you're building your leadership team, ask yourself:
Who will drive change from the trenches—coaching, empowering, and elevating their teams, as opposed to just managing the business and tracking metrics?
Is my team inclusive of leaders who have different viewpoints?
Do I have leaders on my team who will challenge old ways of thinking and drive towards where the business is headed?
What signals am I sending to the organization and clients with my leadership choices?
Engaging Stakeholders
Real trust and alignment doesn't happen by accident—it needs to be intentionally built. A key task for new CEOs is to build relationships with stakeholders including your employees, customers, shareholders, board members, analysts, and community.
Leading CEOs often start with a few critical priorities and form working groups of influential voices—those culture carriers who can shape opinions, rally teams, build trust, and ease concerns during change. By engaging the right voices early, the best CEOs foster alignment and real input, building momentum from within rather than relying solely on top-down direction.
As you're building relationships with stakeholders, ask yourself:
Who are the most important stakeholders based on where the organization is going, not where it's been?
Do your stakeholders have a clear understanding of what the organization's priorities are?
Who are the culture carriers in this organization? Are their voices involved early enough to build alignment, not just communicate decisions?
How are we measuring whether trust in leadership is growing or fading?
Building Your Vision
New CEOs invariably will be asked dozens of times: What's your new strategy? In the first few months, employees don't expect a new CEO to have all the details figured out, but they do want clarity on direction. We've found that the most successful CEOs articulate the big strategic questions the organization must address, while simultaneously launching focused actions—for example, shifting delivery to be more AI-driven, expanding into certain markets, or creating enough room in the P&L to invest in growth. They use these early, no regret, moves to signal where the organization is heading, even as the vision and related strategic actions are still being developed.
These leaders also recognize that their teams want clarity of purpose—why does the organization exist, and how, you, as a leader will create a vision that will help to address these fundamental questions. As you're preparing to introduce your vision, ask yourself:
What actions can we take now that will drive immediate impact for where the organization is headed?
Is the organization currently clear about how it creates value and the big strategic questions that must be addressed?
Who has the insight and foresight to shape the vision—and how fast should we move to stay ahead?
How are priorities being balanced to deliver results today while driving future growth?
Staying Focused
New CEOs often find themselves pulled in multiple directions, reacting to problems instead of driving their own agenda. It's easy to lose sight of what matters most. Staying on course requires making time for your own work and developing the confidence and respect to help keep the organization moving forward. To stay grounded and in control, CEOs should:
Choose a few trusted advisors who speak openly and help them stay on course.
Track and balance how much of their time is spent leading vs. responding. Block time for strategy and focused work to avoid getting lost in constant meetings and requests.
Regularly check in on the vision to make sure priorities remain aligned—and make adjustments quickly when they are not.
Consider other feedback loops to tap regularly for clear insights; for example, luminaries, geopolitical consultants, customers, or employee listening sessions. Successful CEOs find a way to be genuinely open to feedback and self-reflection, confirming they're addressing the most important questions.
One mechanism to confirm they're hearing direct feedback is establishing a tight-knit executive office—a group of fewer than five to 10 trusted team members outside the formal leadership team who have the respect, influence, and ability to make things happen. Most importantly, this group is willing to say it like it is to the CEO. A mix of strategic thinkers and tactical operators, they work to clear obstacles, keep things moving, engage with the leadership team to surface issues early and keep momentum strong, all while confirming alignment with the CEO's vision.
To confirm you're staying focused, ask yourself:
In which areas can you truly move the business? (As opposed to letting what's most visible or urgent capture your attention.)
How will you plan to listen broadly enough to see the full picture—and how will you act boldly to shape it?
How are you managing your time between reacting and leading—and what needs to shift?
What are you concerned you might be missing—and who will you trust to tell you the truth?
. . .
When you step into the CEO role, the pressure to have all the answers is real. But no one expects you to solve everything overnight. What they do expect is leadership that tackles the most important questions facing the business and clear communication about what you're focused on, what you're learning, and where challenges lie.
Taking the time to ask the right questions during your first 100 days can help you build a stronger foundation of trust, alignment, and excitement to build on when it comes time to execute.
And as you reflect, one final question is worth asking: Are you showing up the way you intended—and would your team say the same?