The Perils of the First 90 Days: Alvin Huang on Navigating New Leadership Roles

In a recent LinkedIn post, Alvin Huang delves into the critical, and often messy, first 90 days of a new leadership role, identifying common pitfalls that can derail even the most promising leaders. Huang argues that many leadership problems originate not from a lack of capability, but from a tendency to rush, avoid difficult conversations, or make assumptions during this crucial initial period.

Huang shares his own experiences, admitting, “I’ve done all three. Sometimes in the same week.” He elaborates on the pressure new leaders feel to immediately prove their worth, which can lead to a cycle of trying to appear competent rather than genuinely becoming competent. This often results in leaders “untangling problems that started in week two” months down the line, wondering how the situation became so complicated.

“You were too busy trying to look competent to actually BE competent.”

The post outlines nine common mistakes new leaders make, which Huang believes, if not addressed early, can significantly hinder their effectiveness. He emphasizes that these errors often don’t feel like mistakes at the time but rather like reasonable or even cautious steps.

The Pitfalls of Rushing and Assuming in Early Leadership

One of the primary themes Huang addresses is the temptation to move too quickly and speak before truly understanding the environment. He points out the danger of assuming that a previous leadership playbook will apply directly to a new context.

Mistakes to Avoid in the First 90 Days

Alvin Huang details several key mistakes that new leaders frequently encounter:

• Trying to prove value too early: Huang advises slowing down to understand the existing system before attempting to change it.
• Talking before listening: He stresses the importance of asking more questions than providing answers, noting that persistent issues often reveal themselves through careful listening.
• Assuming the old playbook applies: Leaders should treat each new role as a fresh start, adapting to the current system rather than imposing one from a previous experience.
• Delaying hard people decisions: Huang argues that addressing difficult issues promptly builds trust, even when uncomfortable.
• Managing only direct reports: Building relationships laterally across teams is crucial for broader influence.
• Accepting vague goals: Clarity on priorities and success metrics is essential.
• Equating a full calendar with progress: Protecting time for strategic thinking is more valuable than constant activity.
• Re-deciding the same things daily: Establishing clear decision-making rules streamlines operations.
• Running at an unsustainable pace: Managing energy is as critical as managing time for long-term effectiveness.

Huang highlights that many of these missteps feel justified in the moment, making them particularly insidious. He advocates for self-honesty and early detection to mitigate their negative impact.

“Most of these don’t feel like mistakes at the time. They feel reasonable. Cautious, even. But that’s what makes them dangerous, and why you need to catch them early.”

According to Alvin Huang, the initial 90 days are a foundational period where establishing the right habits and understanding the organizational dynamics can set a leader up for long-term success or sow the seeds of future challenges. His insights offer a practical guide for new leaders to navigate this critical phase with greater awareness and intention.