Hitting the ground running

We talk a lot about 'hitting the ground running'. The phrase assumes you already know which direction to run.

Starting a new leadership role, or inheriting an important project can feel like being dropped into unfamiliar terrain.

There are paths and opportunities everywhere.

From where you're standing, they all look plausible.

What you don't know is who has walked them before, where they lead, or why some are well worn while others have been abandoned.

Every organisation has its own landscape. Projects have history. Teams have established ways of working. Decisions are shaped by relationships, experience and context that aren't obvious to someone new.

On arrival there might be a temptation to start clearing a new path. To make an impact. To leave your mark.

Sometimes that's exactly what's needed. But it's worth understanding why the existing paths are there before creating your own.

That understanding comes from three things:

People. Who's doing the work? Who's making the decisions? Who has influence? Who has the most to gain, or lose?

Project. Where are we now? What matters most? What's already been learnt? What's coming next?

Process. How does the team work together? What's the team's operating rhythm? Where are the review and approval points that keep the work moving?

The first few days in a new role often create pressure to have answers and make decisions fast. I've found they're better spent asking questions, listening and observing. Getting your bearings.

It's much easier to move with confidence once you understand the terrain.