Drinking From a Firehose
Your First 90 Days as a Federal Supervisor
Critical actions and priorities for new federal supervisors during the most important period of your leadership journey
"Nobody hands you the playbook. You just show up one day, and suddenly you're responsible for people, policies, performance, and problems you didn't even know existed."
Welcome to the deep end.
Your first 90 days will shape how your team sees you, how your leadership is perceived, and whether you're seen as "one of us" or "just another suit."
It's Lonely at the Top, and That's Okay
There's something nobody tells you before you step into leadership: you're not one of them anymore, or at least not seen the same way.
You'll feel it almost immediately. The casual hallway chats you used to be part of? They might stop when you walk up. The group lunches or Friday happy hours? The invites might quietly dry up. You didn't do anything wrong, but the shift in how people treat you is real.
The Training Story
I remember going to a training just weeks after becoming a supervisor. One of the attendees was someone I used to work closely with. We were at the same grade level for years, dealt with the same frustrations, and shared a lot of laughs during tough days.
But it was different. Now I was "Sir." Polite. Formal. Distant.
When I asked where everyone was going for dinner, the answer was vague: "We're not sure yet." I wasn't invited.
That week was rough. I wasn't ready for how isolating it was to eat by myself, then go back to the hotel room alone for hours until the next morning only to be treated aloofly again. It was a really weird transition for me as I was always one of the guys folks wanted to hang out with.
But I Also Understood It
They weren't shutting me out because they disliked me. It was because I now had authority. That changes things, even if no one says it out loud.
Leadership can feel lonely.
When you become a supervisor, you're no longer just part of the team. You can't hold on to that role and lead at the same time. Trying to stay "one of the crew" will eventually cost you respect.
That doesn't mean you have to be cold or distant. You can still be yourself. You should still be kind, fair, and approachable.
But you're not there to fit in anymore. You're there to lead.
The Truth About Building Trust
Your team needs to trust that when it matters, you'll do the right thing, even if it's not popular. That trust takes time to earn, and it starts by respecting the new boundaries that come with your role.
You're not one of the crew anymore. And that's okay.
You don't need to become someone new. The credibility you earned from how you worked and how you treated people still matters. What changes now is your role.
The Payoff
Here's the truth no one tells you: If you do the job well, and your team sees that you aren't there to micromanage or throw people under the bus, but to help them succeed, the invites come back.
The trust returns, but now it's deeper and more meaningful.
One Last Tip: Know When to Step Out
If you do go out to dinner or happy hour, follow this rule of thumb:
Eat. Have one beer. Then leave.
Let your team enjoy time together without worrying that their boss is listening. If something does go sideways and you're there when it happens, you might be part of the problem just by being in the room.
🗓️ Phase One: Days 1-10 - Shut Up and Listen
Your job right now is reconnaissance, not reform.
When Your Word Is Everything
When I was a corrections officer, one of the first things we were told is this: "When you say you are going to do something. Do it." If you do not follow through, you most likely will not get a second chance with that person. In this case it was inmates, but the concept's the same.
There's that old saying, "You never get a second chance to make a first impression" - a quote that's been attributed to both Oscar Wilde and Will Rogers, though nobody really knows for sure who said it first.
And that still holds fast today. Especially when establishing yourself as a new supervisor.
Actually listen to what they are saying. Write their name down, take a note, as it's hard to remember details when that fire hose is pointed at you.
Don't forget: if you promise something, follow through. Otherwise you immediately risk being labeled as all show, no go.
🔍 What You Should Do
Meet 1-on-1 with every team member. Ask about:
- What's working?
- What's broken?
- What would you change if you could?
- What support do you wish you'd had?
📋 Review Documentation
- Performance plans
- Leave balances and attendance records
- PIPs, disciplinary memos, or grievances
Shadow operations. Sit with the people doing the work. Take notes. Ask respectful questions.
🚨 What You Should NOT Do
- Don't announce big changes.
- Don't criticize the last supervisor - even if the team hated them.
- Don't try to win popularity contests.
First impressions matter. They don't expect perfection. They expect humility, listening, and fairness.
🧭 Phase Two: Days 11-30 - Establish Order Without Chaos
Now that you've gathered intel, it's time to stabilize the environment. That means making it clear:
- • You're not going to let underperformance fester.
- • You're not going to micromanage.
- • You will be holding everyone (including yourself) to clear standards.
✅ Set These Up Early
- Create EPAPs and Put Your Folks on Standards: This HAS to happen within the first 30 days. Depending on staffing levels, it can take a ton of time to get them together - you may need to start preparing for this before you even hit day 1. If you don't know how to do that, check out our Employee Performance Plans module.
- 1-on-1 Check-in Schedule: Monthly, mandatory. Even if it's 15 minutes.
- Performance Standard Review: Sit down and confirm each employee understands their job expectations.
- Team Norms/Expectations: Communicate how you handle leave, lateness, response time, deadlines, etc.
Pro Tip: Frame Everything as a Reset
Not a crackdown. Use phrases like:
- "Here's how I operate."
- "I want to be transparent about expectations so nobody's surprised later."
- "I believe clarity is kindness."
During those EPAPs getting established, give folks real expectations on how to succeed. There are no "I gotcha's" in servant leadership. We really want them to succeed.
🔧 Phase Three: Days 31-60 - Fix Small Things First
The Psychology of Momentum: Fixing a few quick, visible problems builds credibility. You're showing that you listen, you act, and you're not just here to collect reports.
🔧 What to Tackle
- Broken processes the team complains about
- Stale guidance or outdated SOPs
- Recurring frustrations (forms, timekeeping, communications)
- Petty blockers (approval bottlenecks, missing supplies, IT permissions)
💰 Trust Deposits
These are trust deposits. Every "small fix" you deliver builds the capital you'll need for the big changes later.
Show your team that you:
- Listen to their concerns
- Take action on problems
- Care about their daily experience
💬 Phase Four: Days 61-90 - Coach, Correct, Clarify
This is when real leadership starts. You're no longer "the new guy" - now they expect action.
🎯 What You Must Start Doing
- Give feedback - both positive and corrective.
- Address minor performance issues directly.
- Document early conversations (yes, even verbal ones).
- Clarify your leadership values.
Example Leadership Values
- "I believe in autonomy, but I expect accountability."
- "I don't expect perfection, but I do expect honesty."
- "I protect my team fiercely, but I also expect results."
🔥 What Can Derail You
| Mistake | Why It's Deadly |
|---|---|
| Trying to be "liked" instead of respected | You'll end up with chaos, favoritism accusations, or loss of authority |
| Ignoring documentation | You'll have no defense when HR or union asks, "What did you do to address this?" |
| Avoiding conflict | Problems will snowball. Other staff will lose confidence in your ability to lead |
| Micromanaging or "fixing" everything yourself | Your team will disengage, and you'll burn out fast |
| Making changes without listening | You'll trigger instant resentment and possibly union pushback |
🧠 Mindset Shifts That Matter
| Old Mindset | New Mindset |
|---|---|
| "I need to prove I know what I'm doing." | "I need to prove I care about getting it right." |
| "I'll work harder than everyone else." | "I'll help others do their best work." |
| "I have to fix everything now." | "I'll fix the right things over time." |
| "I need to have all the answers." | "I need to ask the right questions." |
🛠️ Your First 90-Day Toolkit
📋 Templates & Tools
Below you'll find practical templates you can copy and customize for your specific situation. These have been tested in real federal management scenarios.
Downloadable Assets
- First 1-on-1 Meeting Template - Structure for initial team member meetings
- 30-Day Listening Tour Template - Who to meet and what to ask
- Monthly Check-In Tracker - Consistent follow-up framework
- Performance Snapshot Sheet - Quick team assessment tool
- Trust Deposit Tracker - List of small wins to build credibility
- Leadership Philosophy Template - Define and communicate your approach
Scroll down for full templates you can copy and use immediately.
📋 Template 1: First 1-on-1 Meeting
Initial 1-on-1 Meeting Agenda (30-45 minutes)
Opening (5 minutes)
- "Thanks for taking time to meet with me. I'm excited to work with you."
- "I want to understand how you like to work and what support you need from me."
- "This is about me learning from you, not evaluating you."
Core Questions (25 minutes)
- What's working well in your current role? (What should I not break?)
- What's frustrating or broken? (What needs my attention?)
- What would you change if you could? (What opportunities do you see?)
- What support do you wish you had? (How can I help you succeed?)
- How do you prefer to receive feedback? (In person, email, formal, informal?)
- What motivates you most in your work? (What energizes you?)
- What are your career goals? (How can I help you grow?)
- Is there anything about the team or organization I should know? (Context I'm missing?)
Closing (10 minutes)
- Summarize what you heard
- Ask: "What questions do you have for me?"
- Schedule regular monthly check-ins
- Follow up: "I'll send you a summary of our conversation and any action items."
Remember: Listen more than you talk. Take notes. Ask follow-up questions. This is intelligence gathering, not a performance review.
👂 Template 2: 30-Day Listening Tour
Your First 30 Days: Who to Meet and What to Ask
Week 1: Your Direct Reports
Meet with each team member individually using Template 1. Document their roles, concerns, and suggestions.
Week 2: Key Stakeholders
- Your Boss: "What are your expectations for me and my team? What does success look like?"
- Peer Managers: "How do our teams work together? What works well? What could be better?"
- Key Partners: "What do you need from my team? How can we better support you?"
Week 3: Subject Matter Experts
- HR Business Partner: "What should I know about team dynamics, performance issues, or policies?"
- Budget/Finance Contact: "Help me understand our budget, spending patterns, and constraints."
- IT/Systems Support: "What systems does my team use? What are the common issues?"
Week 4: Observation and Documentation
- Shadow key processes and meetings
- Review all documentation gathered
- Identify patterns and themes
- Prepare your 30-day assessment
✅ Final Word
The first 90 days are the most critical period of any supervisor's tenure. You're building trust, defining expectations, and shaping your identity as a leader.
Do it with humility, clarity, and consistency - and your team will follow.
"Don't aim to impress - aim to improve."
Ready to survive and thrive in your first 90 days? Remember: They don't expect perfection. They expect humility, listening, and fairness.
Your first 90 days set the tone for your entire tenure. Make them count.