The first 90 days in a new leadership role: what actually matters
Most first 90 days advice assumes a functional organization. I inherited falsified records and mass turnover. Here is what I actually did versus what the playbooks say.
Pressure reveals the leader you actually are, not the leader you think you are. I have been tested under pressure more times than I can count. On rooftops in Wisconsin winters with crews depending on my judgment about safety. In boardrooms defending financial projections when the numbers were headed the wrong direction. In public arenas speaking about my mother’s suicide when every instinct told me to stay quiet. Pressure is where leadership either solidifies or falls apart, and most people do not know which version they are until they are in it.
This category is about leading when conditions are bad. Not inconvenient, not challenging in the way a case study is challenging, but genuinely bad. When you inherit a region with falsified records and staff turnover. When your business partner makes decisions that threaten the company you built together. When market conditions shift and the playbook you relied on stops working. When the personal crisis you have been avoiding finally shows up at work and demands to be addressed.
I write about these situations because I have lived them. At Penebaker Enterprises, I navigated the 2008 financial crisis while running a construction company that depended on commercial building investment. At Roofed Right America, I scaled through partner disputes that eventually forced a leadership transition. At Great Day Improvements, I walked into a region with operational challenges that required honest assessment before any improvement was possible. Each of these experiences taught me something specific about how pressure changes the leadership equation.
The posts here cover crisis communication, decision making with incomplete information, maintaining team morale during difficult periods, financial discipline when revenue drops, and the psychological dimension of leading through sustained difficulty. If you are going through a hard stretch right now, whether it is a business downturn, a personnel crisis, or a personal challenge that is affecting your professional life, these articles are written by someone who has been there and is still learning from it.
Most first 90 days advice assumes a functional organization. I inherited falsified records and mass turnover. Here is what I actually did versus what the playbooks say.
Most people who think they are leading are actually managing. The distinction shows up in retention and culture before it shows up in revenue.
I ran roofing companies for over a decade. Here is what homeowners should check before signing with any contractor, from someone who knows the inside of the business.
In a downturn, talent alone does not save companies. Resilient leadership does. Practical strategies for leading teams through uncertainty and coming out stronger.
Each growth stage demands a different kind of leader. The mindset shifts from startup founder to $35M operator to corporate executive.
A productive one on one takes 20 minutes and a simple structure: employee update, blockers, your input, what’s next. The employee talks more than you do.
I grew Penebaker Enterprises from $1.5M to $15M in nine years with 50 employees. These are the leadership lessons I learned the hard way on commercial rooftops, not in a boardroom.
The skilled trades shortage isn’t a labor problem. It’s a leadership problem. The construction industry loses workers because of poor management, no career paths, and disposable culture.
I have watched people spend four years and six figures on a degree they never use while electricians and plumbers half their age were buying houses. The skilled trades are not a fallback. They are a legitimate, high-paying career path that more people should consider.
Five years ago, I told the world I was stepping away from advocacy to deal with my mother’s suicide. I was scared of a life without the spotlight. Here’s that post, unedited, and what I see when I read it now.
I tracked every callback for two years. The average cost was $3,200. The shortcut that caused it saved $200 to $800. The math never works in favor of cutting corners.
Firing someone is one of the hardest things a leader does. The key is doing it honestly, quickly, and with dignity. You don’t get to feel good about it.
Whether it is a keynote, a media interview, or a business conversation, I am always open to hearing what you have in mind.
© 2026 Khary Penebaker. All rights reserved.
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