Securing a new position can be a “high.” It can represent achievement, a new beginning, opportunity, and more. Take time to bask in the good feelings that come with your new position and then get to work. In a new position, you have the opportunity to introduce yourself, build new relationships, and strengthen existing ones. The question is this: how will you use your first 90 days?
Reactive or proactive? Getting set up for success includes taking time to proactively get to know those you work with or report to, those who report to you, and most importantly those you serve, represent, lead, or advocate for. Ask each person about their areas of expertise, how they make an impact, and what they expect from you. Take notes. These conversations can help you build an effective team – whether or not you are a designated “leader.” Knowing who knows who and who knows what will go a long way. Knowing what different people expect of you can help with prioritizing your work, how you communicate, and when you may want to temper expectations.
What exactly is your job? Gain a clear understanding of who and what you are responsible for. What is expected during the first 90 or 180 days? How will your performance be measured? Use these metrics as you evaluate your daily and weekly activities. During the interview process you had access to a job description, but once you start work you may find that peoples’ priorities and expectations have changed. If you are asked to take on additional responsibilities, talk with those you report to in order to learn which are urgent, which are important, and to mutually modify timeframes if needed. 
What is the environment you are working in? Observe the people in your workplace. How do they interact with each other and with you? How do they interact with your organization’s constituents, be they students, donors, community members, local employers, or faith leaders? How do people outside your workplace perceive your organization, and what are their expectations? You can learn this by taking time to introduce yourself to a cross-section of stakeholders and constituents. Schedule regular times for coffee, zoom meetings, and phone calls. Introduce yourself and ask questions.
Are you responsible for fundraising? If you are starting a position with fundraising responsibilities, make sure you know how you will be evaluated and the metrics that will be used. Request detailed and summary fundraising reports for the current and prior year at a minimum with information on funds raised from different sources, donors sorted by gift size, board fundraising, and the top 100 major donors. If you are asked to secure funds from new sources to make up for grants lost over the prior year(s), talk with the CEO and CFO to gain their insights on where the money can come from. Be very wary of accepting sole responsibility for making up for lost gifts and grants. Very few of us are “magicians” who can pull a rabbit out of a hat.
© 2026 Mel and Pearl Shaw, authors of “Prerequisites for Fundraising Success.” We provide fundraising counsel to higher education, nonprofits, and philanthropy. Video conferencing always available. Visit www.saadandshaw.com.
