Stepping into the C-suite? Start with stakeholder engagement

When leaders take on a new role, the focus is often on business strategy, team structure and early wins. In my experience coaching senior leaders, this focus can come at the expense of something just as critical: establishing early influence. Influence doesn’t come from a title alone — it’s built through communication, connection and visibility.

During my career in corporate communications, I helped onboard new CEOs with carefully crafted stakeholder engagement plans. Every detail was mapped out: the first email to staff, the town hall address, small group meet-and-greets, listening tours, talking points and more. The goal? To set the tone, establish a presence and begin cultivating relationships from day one.

Although communications plans like this are often reserved for CEOs, every leader can benefit from being intentional about how they communicate and connect in a new role. That’s why I encourage my coaching clients to approach communications not just as information-sharing, but as a starting point for building connection.

Here’s what that looks like.

A framework for early engagement

• What kind of influence do you want to have? Are you focused on establishing credibility, building trust, driving alignment and/or something else? 
• What’s your narrative? Most leaders arrive with a plan, but it’s just as important to signal the kind of leader you intend to be. How will you convey your values, leadership style and priorities through your early actions?
• Whose support will accelerate your impact? Think broadly: direct reports, broader team, peers, senior executives, customers, vendors, board members, industry leaders.
• When will you engage? What are the key formal and informal opportunities for connection during the first 30, 60 and 90 days? How will you sustain your engagement over time?
• What kind of interactions will build rapport and trust? Consider one-to-ones, skip-level meetings, listening sessions, small group meetings and informal check-ins. 

Putting it into practice

Here are two examples of how stakeholder engagement might look.

Low Morale

A chief communications officer is hired to lead a team that’s still recovering from a toxic predecessor. His goal: rebuild trust and set a healthier tone while maintaining productivity.

During his first week, he focuses on visibility and connection. He acknowledges the past without getting stuck in it and begins to outline a new path forward. To spark conversation, he asks consistent questions: What’s working? What needs attention? What do you hope doesn’t change?

Tactics include:

• Sending a day 1 intro email
• Hosting a week 1 all-hands 
• Scheduling one-on-one meetings with direct reports
• Aligning early with his boss on expectations and priorities
• Meeting informally with peers to reinforce collaboration
• Holding skip-level meetings or office hours to listen and learn

His approach isn’t about big announcements. It’s about showing up consistently and building trust, one interaction at a time.

Newly Promoted COO

A newly promoted COO wants to strengthen peer relationships and build visibility. Her 90-day engagement map includes: 

• A kickoff message to the team, followed by small-group sessions to build connection
• Weekly one-on-ones with direct reports to establish alignment and rapport
• Biweekly check-ins with her new boss to clarify expectations and priorities
• Informal coffees or Zoom chats with peer leaders to foster collaboration
• Identifying and planning for opportunities to connect externally, such as client meetings and industry conferences 

It’s a thoughtful, intentional approach designed to build meaningful connections.

From first impressions to lasting impact

Trust and influence don’t happen all at once. They’re built over time through presence, consistency and strategic engagement. Just like a CEO’s, your early communications send a powerful signal. Use them to build trust, connection and the foundation for the kind of leader you intend to be.

Opinions expressed by SmartBrief contributors are their own.

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