For many new principals and superintendents, July 1 feels like the starting line. A new title. A new office. A new opportunity to make a difference.

I still remember those first days.

When I became principal, I wasn’t new to the building. I had served as the assistant principal, so I already knew the staff, the students, and many of the families. But my role had changed, and people were eager to stop by my office.

Some wanted to congratulate me. Some wanted to share ideas. Some wanted to tell me what they hoped I would change. Others wanted reassurance that I wouldn’t change a thing.

Those conversations weren’t distractions. They were opportunities to listen, build Relationships, and better understand the people I would serve.

Years later, when I became superintendent, the experience was different. I was the new guy. Principals, teachers, board members, support staff, and community members all wanted to introduce themselves, tell their stories, and help me understand the district.

Again, those conversations mattered.

Looking back, though, I realize there was something equally important competing for my attention…my leadership team.

I’ve come to believe that leadership is the intentional creation of conditions where others can do their best work.

Those conditions don’t appear on their own. They are created through conversations, shared experiences, and a commitment to building something together before the pressure arrives.

That’s why some of the most important meetings you’ll have in your first few weeks shouldn’t be with community groups or outside organizations. They should be with the leaders who will walk beside you every day.

Talk about the vision you want to create together. Talk about the commitments you’ll make to one another. Talk about how you’ll communicate when challenges arise and how you’ll handle disagreement when it inevitably shows up.

Create Clarity before confusion has a chance to take hold. Build trust before it is tested. Develop shared expectations before everyone begins operating from their own assumptions.

Because once teachers return, students arrive, and the calendar fills with board meetings, parent concerns, staffing issues, and a hundred unexpected interruptions, you’ll discover something every experienced leader eventually learns.

You won’t have time to build your leadership team. You’ll rely on the one you’ve already built.

If you’re stepping into a new principalship or superintendency this summer, absolutely spend time walking the halls, introducing yourself, and listening to the people who care deeply about your school or district. Those relationships matter.

But be just as intentional about Investing in the people who will help shape every decision, every message, and every experience your staff has throughout the year.

Because long after the welcome lunches are over and the introductions have ended, your success won’t be determined by how many people stopped by your office.

It will be determined by the conditions you intentionally created for the leaders who serve alongside you.

And those conditions have the power to shape everything that follows.

Darrin Peppard Dr. Darrin Peppard

Dr. Darrin Peppard is an author, leadership coach, consultant, and speaker focused on organizational culture and climate, and growing emerging leaders. Darrin is the best-selling author of the book Road to Awesome, and is the host of the Leaning into Leadership podcast. As a ‘recovering high school principal’, Darrin shares strategies and lessons learned from 26 years in public education to help leaders gain clarity, find joy in their work, and walk in their purpose.