New CEOs frequently face a conundrum. While the people around them publicly express high hopes for what they’ll be able to achieve, in private those same people are skeptical. As a result many new CEOs underestimate how much work it takes to build confidence in their leadership—something that’s crucial to their ability to effectively drive change. Buoyed by outward expressions of support and eager to make their mark, they steam ahead with bold new initiatives before they’ve won the full support and trust of all stakeholders—and that gets them into trouble.
A version of this article appeared in the July–August 2024 issue of Harvard Business Review.