6 tips for setting direction for your team when you’re still figuring things out

What do you do when you’re a manager … and you’re not sure what to do?

That might sound like a contradiction. Managers are meant to lead. To provide clarity. To set the direction.

But what happens when you don’t feel clear yet?

Maybe you’re new to management. Maybe you’ve just stepped into a new team or a new business unit. Maybe the business itself is still in flux, and you’re expected to lead through the ambiguity.

Whatever the case, you’re not alone.

This situation – being a manager who’s still figuring things out – is very common.

Most people go through an extended period of uncertainty when they step into a new leadership role.

They don’t yet have the context. They haven’t built trust. They’re still learning what’s worked before, what’s not working, and what people expect.

And yet, the job still demands action. You still have to provide direction. The team still needs to know where they’re heading.

So how do you do that when you’re still figuring things out yourself?

Here are six tips to help you navigate this challenge.

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1. Get your mindset right

There’s a Voltaire quote I love:

“Perfect is the enemy of good.”

It’s the perfect reminder for this situation.

You’re not going to be perfect. No one expects you to be. And in a new role or new context, aiming for perfection will only slow you down. You’ll over-analyse. Over-engineer. Delay decisions while you try to get everything “just right”.

Don’t.

Instead, aim for good enough.

Your job is to provide a clear enough path forward that the team can keep moving. Especially when you’re still gathering information, “good enough” really is good enough.

This applies to any directional statements you make early on – your vision for the team, the work you prioritise, the problems you choose to tackle. Don’t wait until you have the perfect view. Just start. You can always refine it later.

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2. Don’t change anything straight away

The instinct to make your mark is strong – especially in the early phase of a new role.

But here’s a counterintuitive truth: the best thing you can do early on is to not change anything.

You don’t need to overhaul things right away. In fact, it’s better if you don’t. Those first 30, 60, even 90 days are your chance to observe. Listen. Learn. Ask questions. Find out what’s already working and what isn’t.

In most cases, the team already has some kind of direction in place. Let them keep going with it. Tell them you’re deliberately carrying forward the current approach while you get up to speed.

You can say something like:

“I’m still learning how everything fits together, so for now I want to continue with our current priorities. Once I’ve had a chance to understand the work and hear from everyone, I’ll come back with any suggested changes.”

This shows respect for your team’s previous efforts. It also buys you time to build trust and context before making any big calls.

For more on this, read our article on why leaders in new roles should avoid big changes.

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3. You don’t need all the good ideas

One of the biggest misconceptions of new managers: that they need to have all the answers.

They don’t.

And believing you do will only lead to stress and poor decisions.

Your role as a manager is not to be the smartest person in the room. It’s to gather and shape the input of others. You’re the editor, not the author.

When it comes to setting direction, that means drawing from your team, your stakeholders, your peers, your own boss – anyone with useful insight. Ask questions like:

• What do you think the team should focus on right now?
• Where do you think we can have the most impact?
• What’s getting in our way?

Your job is to surface ideas, shape direction from those ideas, and help the team understand and commit to the direction.

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4. Align with the company direction

If you’re ever unsure about what your team should focus on, zoom out.

Most established organisations have some form of overarching strategy, priorities, or vision. Your team’s direction should align with that.

You don’t need to reinvent the wheel. Use what already exists.

If there are formal strategy documents, read them. If not, ask your boss or other senior leaders about the company’s direction, strategy and most important goals.

Then look for ways to connect your team’s work to those goals.

If your proposed team direction doesn’t clearly link back to the broader business priorities, you might be off track.

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5. Use a simple framework

One of the things that can make direction-setting feel overwhelming is the blank page problem.

Where do you start?

You don’t need to invent your own framework. Just use a simple one.

We like Patrick Lencioni’s “six questions” from The Advantage. They’re designed to clarify purpose, priorities, and values without turning it into a complex strategy exercise. Check out this video on organisational health by the author Patrick Lencioni to get started.

The Team Alignment Canvas is our own one-page tool to help you cut through the chaos and get your team working to a clear, shared plan. It’s influenced by Lencioni’s work and includes a couple of extras we think are useful, but the principle is the same: simple, lightweight, and quick to use.

The key idea here is: don’t make this harder than it needs to be. Use a structure that helps you think clearly, communicate simply, and get buy-in from the team.

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6. It’s okay to change direction

Here’s something no one tells you: it’s OK to change course.

You’re still learning. Things change. Priorities shift. You’re allowed to adjust.

But a lot of managers hesitate here. They worry that changing direction makes them look indecisive. Or that the team will lose confidence.

That only happens when you change direction without explanation.

If you take the time to explain what’s changed, and why, you’ll find that most people are incredibly understanding. In fact, they’ll often respect your openness.

You might say something like:

“Based on what we’ve learned over the last few months, I think we need to shift our focus. Here’s what’s driving that change…”

There’s a quote from Lencioni that captures this nicely:

People trust managers who are willing to admit when things aren’t working, adjust course, and be transparent about why.

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In summary

Being unclear doesn’t disqualify you from leading.

In fact, the ability to lead through uncertainty – to bring focus, create clarity, and keep things moving even when you’re still learning – is one of the most valuable leadership skills you can develop.