Start with what you inherited

You inherit commitments, relationships, and ways of working along with the executive role. Meet the people who understand them: your managers, peer leaders, team members, and relevant customers. Set a date to finish this initial review.

Ask what the area must achieve, what currently works, and what makes the work difficult. Request recent examples. Compare what people tell you with customer feedback, financial and operating results, and the commitments already made.

Keith and I recommend understanding a practice before replacing it. Ask which need it serves and what would still need to happen if you changed it. When someone explains a useful check or workaround, acknowledge the contribution and investigate the condition that made it necessary.

Separate what needs changing from what deserves protection. Share your conclusions with the people involved and ask what you have missed. Distinguish evidence from questions you still need answered.

Confirm your findings and expected results with your CEO or whoever sets your mandate. Resolve differences in priorities, resources, and authority. Act on urgent risks while you investigate, stating what you know and when you will review the decision.