You’ve taken over a new team. Your first 30 days as their new manager are hugely important. Behavioral psychology studies tell us that your employees are scanning for two key things during this first impression phase:

1. Can I trust you?

2. Can I respect you?

We tend to focus on #2, striving to gain respect by demonstrating our knowledge and expertise. But your employees’ brains don’t even ask question #2 if you don’t first past #1: the trust test.

Here are five things every manager should do during their first 30 days on the job to build trust and lay a solid foundation. Note: it’s not too late to leverage these strategies even if you are well beyond 30 days!

1. Be an observer and learner.

Before sharing your bright ideas with this new group, focus on listening and learning. Be curious. Ask questions. Take notes. Show them you value their experience and insights. Use this phase to collect as much information as possible so you are poised to lead well moving forward. It may be wise to let them know you are purposefully observing rather than directing for a period of time, so they aren’t alarmed by the backseat approach.

2. Invest in 1:1 time.

One of the best ways to build trust is through intentional 1:1 time. Don’t just wait for it to happen naturally; instead, schedule dedicated 1:1 meetings with each team member and focus on asking thoughtful questions and listening. These individualized conversations will make both parties feel more at ease. Be sure to schedule 1:1s with your peers and boss as well—these relationships need a foundation of trust and connection too!

Not sure how to facilitate these 1:1s? My 1:1 Cheat Sheet will make it easy and effective. Inside this free guide, you’ll get a fillable 1:1 template and learn the seven best practices I used to make my 1:1s my most effective management tool when leading large teams at Boeing. Download your free copy now!

3. Get clear on what’s expected of you and your team.

Success with your team is dependent upon success with your manager. Do you know exactly what your boss hopes to see from you in the next 30, 60, and 90 days? Do you know what objective, measurable results are expected of you and your team? Don’t allow space for ambiguity here. Meet with your leader to secure clarity and alignment.

4. Share about your leadership style and preferences.

After building some rapport through 1:1s, take time in a team meeting to share a little bit about your leadership style and preferences.

• Why did you pursue this opportunity? What are you most excited about?

• What brings you the most joy and fulfillment in your role as a leader?

• How would you describe your approach to leadership? What matters most to you when it comes to leading a team?

• What are your natural leadership strengths? Where do struggle? In what areas are you striving to grow?

• What should they know about your communication preferences?

  • Do you tend to be more direct or indirect? Do you prefer quick action or time to analyze and process?

  • How should they contact you with urgent vs. non-urgent requests: call, email, text, Slack message?

  • If your door is open vs. closed, what does that imply about your availability?

  • Do you stop checking work messages during certain hours or are you always available?

  • What do you expect from them regarding communication availability and responsiveness?

5. Ask for feedback.

Don’t assume they will feel comfortable enough to let you know how things are going from their perspective. Solicit their feedback through a short, anonymous survey after 30 days.

Providing honest feedback to a boss is hard—even in an anonymous survey. I recommend using a few simple questions:

1. What is one thing that is currently going well that you want to see continue?

2. What is one thing I could do even better moving forward?

3. What other requests or suggestions do you have?

Don’t be afraid of the first 30 days. You have the ability to shape this first impression phase and make it a positive, game-changing experience for both you and your team.