How first-time CEOs build confidence in their leadership

Stepping into the CEO role for the first time is both exciting and daunting. With heightened visibility, greater stakes, and more complex relationships to manage, first-time CEOs often grapple not only with strategy and operations, but also with building the confidence others need to follow them.

Confidence isn’t automatic, rather it’s earned through relationships, clarity, consistent action, and by leaning on the right support.

In this article, we’ll explore key traits and habits of successful first‐time CEOs, and how peer networks, mentoring, and strategic relationships can accelerate confidence and leadership impact.

Confidence shapes how quickly you can act. According to an HBR article many new CEOs underestimate how much work it takes to build confidence with stakeholders. Consequently rushing into big initiatives without securing trust can backfire.

The tone you set early influences culture, board perception, and employee morale. In fact studies of new CEOs show that clarity of purpose, relationship building, and consistent early wins can help embed trust. (For example, ‘5 Key Success Factors for First-Time CEOs’ from Forbes discusses how early decision making, communication, and stakeholder alignment matter. )

Ultimately, confidence is not about charisma or bravado — it’s about earning belief through alignment, action, and follow-through.

Below are traits and habits shown to help first-time CEOs build confidence more effectively. Together, these qualities form a foundation for credibility, trust, and long-term impact. As you’ll see, they reinforce one another, creating a compounding effect on leadership confidence.

Trait / Habit	Why it matters for a first-time CEO	How to develop it
Clarity of purpose and vision	People follow leaders who know where they are going. For a new CEO, having a clear, compelling direction helps align board, staff and partners. Without this, ambiguity breeds doubt.	Define your one or two top priorities, articulate them clearly, repeat them often. Use your first few weeks to engage key stakeholders (senior team, board, customers) to refine and test the vision.
Decisiveness with thoughtfulness	First-time CEOs are under pressure to prove themselves, but premature or unaligned decisions can damage credibility. However, research shows best CEOs balance speed with stakeholder input.	Before acting, gather what you need (information, advice), but set deadlines. Be transparent about trade-offs. When you make a decision, explain the reasoning. And be willing to adjust when new information arises.
Authentic communication and transparency	Trust is built through openness. New CEOs who are transparent about challenges, uncertainties, and trade-offs are more likely to be trusted by employees, boards, partners.	Hold regular forums or town halls. Share both good and tough news. Listen carefully, invite feedback, and respond visibly.
Emotional intelligence — Empathy, self-efficacy, resilience	Leading through change requires managing both your own doubts and the fears of others. Specifically, self-efficacy (belief in one’s ability), resilience (bouncing back), and empathy (understanding others) are vital. Studies show these psychological traits correlate with confidence under pressure.	Keep a reflection or journal practice. Use 360-degree feedback. Seek a coach or mentor to identify blind spots. In addition, normalise vulnerability, and recognise and learn from setbacks.
Stakeholder and relationship Building	You can’t succeed alone. Building strong relationships with boards, senior leadership, employees, customers, partners is essential. Over time. these relationships become sources of feedback, influence, and trust.	Schedule early meetings with your board, top leaders, and key customers. Then, listen before acting. Establish regular check-ins and be consistent in your follow-through.
Peer support and mentorship	Peer groups, executive coaching, or mentors give first-time CEOs a sounding board, practical advice, and a safe space for doubts. Many studies point to peer advisory networks as crucial in helping leaders make better decisions.	Join CEO peer advisory groups. Find one or more mentors (maybe former CEOs, industry peers) who can share what they would do differently. If possible, get a coach early on. Use peer feedback to test thinking and plan decisions.

The early period as CEO is critical. During this phase, how you show up sets expectations and either builds or erodes confidence. To ensure a start strong, consider these practical steps:

1. Map stakeholders quickly
   Identify who needs your trust: board members, senior executives, key customers, partners. Then understand their expectations, concerns, what success looks like for them.
2. Set one or two critical early wins
   Choose initiatives that are visible, aligned with your strategic direction, and most importantly, realistic. Achieving early wins helps build credibility and momentum.
3. Communicate your plan and listen in parallel
   Present a phased plan outlining what you’ll focus on first and what feedback you need. As you share, listen carefully to pushback or gaps; that way, you’ll learn and adapt more effectively.
4. Establish feedback channels
   Set up regular touchpoints with your leadership team, direct reports, and board to get honest feedback. Additionally, consider adding 360-degree feedback components to maintain alignment.
5. Lean into peer networks and coaching
   Participate in peer advisory groups. Bring your current challenges, share openly. Having external relationships (mentor, coach, other CEOs) helps reduce isolation and gives you perspective.
6. Build consistency and integrity
   Do what you say you will. Remember, small, reliable actions over time matter as much, if not more, than big gestures. Ultimately, trust grows from consistency and accountability.

Even with the best intentions, first-time CEOs can stumble. However, awareness of common missteps can help you avoid them:

• Trying to do everything immediately – Overreach in early days can spread you thin, reduce focus, and set unrealistic expectations.
• Underestimating the value of relationships – Focusing only on operations or KPIs and neglecting bridging with people often erodes confidence.
• Avoiding vulnerability – Trying to appear strong by hiding uncertainty can backfire; stakeholders often appreciate authenticity.
• Skipping feedback – Without early honest feedback, missteps compound.

Confidence for a first-time CEO is not about having all the answers. Instead it’s about showing up clearly, acting with purpose, building trust, and having a support network around you.

The traits of best CEOs – decisiveness, emotional intelligence, relationships, authenticity, and peer support. Aren’t just nice to have. They are what help turn uncertainty into momentum.

If you’re stepping into that CEO role now, or preparing for it, reflect on which of these traits you’re strongest in and which you might lean on peer support and relationships to strengthen.