Six things to do in your first 90 days as a senior HR leader

You did it! You’ve got a new role and an opportunity for a fresh start. Now the real work begins.

Starting a senior HR role is one of the most energizing -- and disorienting -- experiences in your career. You're navigating a new culture, new relationships, and new expectations, all while feeling the pressure to prove yourself quickly. How can you make sure that you thrive in those early weeks and take intentional steps to set yourself up for success? Here's the six-part framework I use with my clients.

Set your boundaries before anyone else sets them for you

This is a huge one (which is why it is first on the list!). The first few weeks are when the tone gets set. If you say yes to everything in week one, you signal that yes is your default. And once that expectation is established, it's very hard to walk back. This is particularly important for HR leaders who are balancing caregiving responsibilities and need flexibility.

When my client Vanessa moved into a new HR Lead role, boundary setting was one of the first things we worked on. As a busy mother of three, Vanessa wanted to hit the ground running in her new role and still be present with her family. Setting clear boundaries about her time and her availability was a deliberate way to make that happen.

Decide how you want to show up as a leader

One of the great things about starting a new job is the chance to reinvent yourself. Before your first day, ask yourself:

·       Who do I want to be in this role?

·       What kind of leader do I want to be for my team?

·       What reputation do I want to build with my stakeholders?

Write it down. A simple one-pager gives you something to return to when things get busy.

Build stakeholder relationships with intention

Treat stakeholder engagement as a new relationship to build. Ask your stakeholders what's keeping them up at night. Ask what they wish the previous HR leader had done differently. Ask what a great HR partner looks like to them. Then just listen without jumping to solutions.

This gives you insider intelligence about the organization. Prioritize the seemingly more difficult relationships first, while you still have the goodwill of being new.

Map your regional and global connections early

In Asia-based HR roles, you are navigating regional reporting lines, global Centers of Excellence, and colleagues across multiple time zones (all of whom have their own opinion about how HR should work in your market!).

Get an understanding of the key regional and global players. Who owns the global people agenda? Who are your HR counterparts in other markets? Where are the tensions between global policy and local reality?

Building these relationships proactively, rather than waiting until you need something, gives you two advantages. First, you understand the landscape before you're in the middle of a difficult situation. Second, you position yourself as a collaborative partner rather than someone working in isolation.

A strong relationship with your counterpart in another APAC market can be as valuable as any formal reporting line.

Earn your team's trust before making changes Your new team is watching you closely from day one. They are wondering if they can trust you and if their life will get better or worse by having you as their boss.

Your instinct might be to demonstrate your competence by showing off what you know. Resist that urge. I got a new manager when I worked at an investment bank. For the first six months, she started every sentence with, “Well, at my previous company, we did it like this.” Everyone would roll their eyes, grit their teeth and ignore her suggestions. In the early weeks, your job is to listen and learn. Ask each team member what's going well, what's getting in their way, and what they need from you as a leader.

This builds trust faster than your display of technical knowledge. And it tells you exactly where your energy should go first. If possible, avoid restructuring or making big changes before you've earned the credibility to do so.

Build your 90-day plan -- and share it

Keep your 90-day plan simple and revisit it regularly. Start with three to five priorities, such as the relationships you need to build, and one or two early wins. Share it with your manager early to align on expectations. Your 90-day plan should flex as you learn, but having a plan at all puts you ahead of most.

The bigger picture

In her role, Vanessa was able to confidently lead an HR function, with boundaries that let her be fully present at work and at home. Her first 90 days helped her to set the right expectations. She was able to prove herself to her new organization, and prove to herself that she made the right move.

If you're starting a new role and want support navigating the first 90 days, let’s talk.

I work with female senior leaders in Human Resources who feel stuck to help them love their work or find work they love. I write about:

👂 Executive & career coaching

📄 Career development and career transition

🎯 Job search strategy

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