Many organizations invest significant resources in preparing executives for the strategic, operational and governance demands of senior leadership. Often overlooked amid the flurry of activity surrounding the onboarding of a new executive is one of the most consequential shifts new C-suite leaders face: the collapse of their existing peer network. 

While losing friends at work may seem like a secondary issue, the collapse of one’s peer network and the need to rebuild or rethink it are by no means minor concerns. By one estimate, over half of executives experience significant loneliness, and as Hakan Ozcelik and Sigal G. Barsade found in their 2018 study, loneliness at work isn’t just a matter of feelings; it is also correlated with lower performance.

Candidates for leadership roles are often asked about their first 90 days, and there is a good reason why. Incoming leaders only have a short period of time to set the tone for how they will lead, establish boundaries and identify and clarify goals.

When you arrive in a new leadership role, negotiating conditions for success upfront will help ensure you’re not only able to assume a leadership role with adequate compensation but also build a strong legacy while occupying the position.

Doing what is right is essential. But doing it in a way that is also strategic and politically astute is how you protect your ability to lead and create lasting impact. Ethical leadership isn’t just about integrity—it’s about timing, influence and sustainability.

Few leadership challenges are more daunting than regaining your footing after your credibility has been called into question. Whether the result of a misjudgment or an organizational setback, rebuilding trust requires intentional effort, humility, vulnerability and sustained commitment.

Leading an organization out of crisis can be an incredibly satisfying and career-changing move. The first step is to understand the challenges and risks of taking on such a role.