When a CEO first steps into a bigger role, it’s tempting to jump straight into operations and problem-solving. But two areas often get overlooked, and they can make or break the early months: creating a clear vision, and managing the human dynamics inside the organization.

Here are two lessons new leaders can take to heart:

1. Don’t Delay Defining the Vision

When everything feels new and uncertain, leaders often hesitate to articulate a vision. They don’t want to get it “wrong” or set a direction that might change later. But the absence of vision creates its own problems: teams fill the void with doubt, conflict, and competing priorities.

A vision doesn’t have to be perfect, it just needs to provide focus. Even a simple articulation of “here’s where we’re headed” gives people something to align around. Without it, leaders spend more time putting out fires than building momentum.

2. Human Dynamics Need a System

In many growing companies, conflict and tension are handled informally. But as teams expand, informal approaches stop working. Misunderstandings fester, roles blur, and frustration grows.

Leaders don’t have to solve every conflict themselves, but they do need to make sure systems are in place. Whether that means an HR function, clear protocols for feedback, or designated roles for managing team dynamics… structure matters. People feel safer and more productive when they know how conflicts will be addressed.