First day at the top: build a network before making decisions

Taking on the role of CEO is, for many, the culmination of a career. But it’s also the beginning of a new vulnerability. From the very moment a CEO assumes office, an unofficial countdown begins — one in which they must demonstrate leadership, set direction, and establish legitimacy. However, those early steps shouldn’t focus on decisions, but on relationships.

One of the most common mistakes made by newly appointed CEOs —whether promoted internally or hired externally— is prioritizing the what over the who. They draft action plans, reorganize teams, or announce new priorities without taking the necessary time to truly understand who holds influence, what interests are at stake, and how their arrival is perceived.

The reality is that every CEO inherits a network of relationships. Some are strained, some active, many still to be built. And within that network lies much of their actual room for maneuver: from allies on the board to opinion leaders, regulators, industry associations, institutional investors, key clients, and even respected competitors. Legitimacy doesn’t come with the title — it’s earned through engagement.

That’s why a stakeholder engagement strategy from day one is not a nice-to-have, but a foundational necessity. This isn’t about a formal round of introductions, but about mapping influence, identifying critical stakeholders for each phase of the mandate, and building a clear, coherent, and shared positioning. Before transforming the organization, the new leader must ensure the organization —and its ecosystem— understands and supports the leadership that is beginning.

Especially in moments of leadership transition, external stakeholders pay close attention. Is this continuity or rupture? Will previous commitments stand? What priorities will define the new agenda? This phase is also an opportunity to renew relationships, open new channels of dialogue, and reinforce trust with those key actors who can either enable or hinder the success of the new cycle.

The early months also set the cultural tone for how the organization will engage with its environment. Will the CEO pursue close, transparent, and proactive engagement? Or fall into the trap of being consumed by internal urgency? The consistency between leadership style and external relationship management directly shapes the CEO’s —and the company’s— reputation.

Building a network is neither an immediate task nor a delegable one. It requires presence, listening, and strategic intent. It means deciding which forums to prioritize, which alliances to cultivate, and which narratives to shape in order to align external expectations with the vision to be implemented.

In this context, the support of a firm specialized in strategic stakeholder positioning can be a game-changer. Not to craft a public-facing narrative, but to rigorously structure a relational roadmap aligned with the objectives of the new leadership. Strategic leeway is earned not only in the executive committee, but also in the offices of allies, institutions, regulators, and influential stakeholders.

The CEO is not just the company’s top executive. They are also its voice, its face, and its bridge to the world. Understanding that from day one is what makes the difference between leading with strength and improvising in quicksand.