What Managers Really Need in Their First 90 Days (A One-Year Lookback)

I’ve now been writing this newsletter every week for a full year. What started as a practice has quietly become a ritual, one that has taught me more about leadership than I ever expected. Through all the drafts, conversations, and reflections, one question sat beneath everything I wrote:

What do managers really need when they step into a new team?

That question became the spine of this entire year. It shaped what I listened to. It shaped the stories I captured. It shaped how I showed up for every reader. Now, looking back, I can see just how much that single question revealed.

When I launched this newsletter, I thought I’d be writing broadly about human-centric leadership, timeless principles, universal frameworks, things that would apply to almost anyone in a leadership role.

I assumed people needed the wide-angle view.
But that’s not what the real world showed me.

Across more than seventy conversations with tech industry managers, something unmistakable emerged. My early conversations touched everything; confidence, influence, communication, and delegation. But as the weeks went on, one moment kept rising above the rest. One moment consistently shaped how leaders saw themselves.

Stepping into a new team.
Or stepping into a role with significantly more responsibility.

And that’s when the real insight hit me:

Managers don’t need broad leadership advice.
They need support during the transition,
the exact moment when uncertainty peaks, expectations rise, and the stakes feel personal.

That realization changed everything.
It reshaped my work.
It clarified the design behind The Ownership Accelerator.
It surfaced the real problem I’m here to solve.

Across these seventy conversations, six truths showed up again and again.

Truth 1: The role begins with excitement, and quickly shifts into overwhelm.

“I walked in feeling ready. By Week 3, I already felt behind.”

Truth 2: The first 90 days are lonelier than anyone admits.

“I didn’t want to tell anyone how lost I felt. I didn’t want them to question the decision to hire me.”

Truth 3: Clarity is scarce, and everyone is playing a different game.

“The boss had one definition of success, the team had another, and the stakeholders were playing a third game entirely.”

Truth 4: Most managers aren’t drowning because they lack skill, they’re drowning because they care.

“I didn’t want to let anyone down. That’s what got me in trouble.”

Truth 5: Leadership is learnable, but support in transition is rare.

Companies assume managers already know how to lead. But the first ninety days demand a different kind of support, and most managers have to figure it out alone.
“I’m onboarding my team, but no one onboarded me.”

Truth 6: Consistency builds trust more than any single moment.

“It wasn’t a big moment that built trust. It was how I showed up every week.”

These truths became the backbone of everything I built this year.
They reflect the actual landscape tech managers walk into.
They define the transition that sets the trajectory for the next chapter of their careers.
And they make one thing crystal clear:

Managers stepping into new teams are carrying far more than anyone realizes.
My job now is to lighten that load.

The foundation is in place.
The program is built.
And the work is far from done.

Year 2 is about scaling impact, reaching more tech managers in new roles, strengthening the peer community, hosting weekly clinic calls, and continuing to refine the program through real-world feedback.

My stance remains simple:

I’m here to support tech industry managers through the hardest, most defining moment of their leadership career,
the moment that becomes the inflection point for everything that follows.

Thank you for doing the courageous work of helping your people become their best.

Let’s keep going, together.

– Jeff