This is not exactly the answer to your question, but others have posted many resources in this thread. While you spend time to learn from those resources, I hav

This is not exactly the answer to your question, but others have posted many resources in this thread. While you spend time to learn from those resources, I have a few words about what could be done in the first few weeks, and this is based on my own experience (i.e. I wish someone told me this). I would not change anything in a hurry just to prove that "I've got this one." You are promoted to Director (you do not mention this but I assume) because your management sees you do at least some of this job already, and they also see that you have demonstrated potential for growing in this role. (The other possibility is that someone got fired and you are asked to step into that role, in which case, that is a different game altogether.) So, here are the Dos and Don'ts. Do: 1. Own the tech roadmap. You will not know why some of the items are on the roadmap and now is the time to find out and be able to explain why, and at this stage you need not be convinced that each item on the roadmap should be there. 2. Build relationships with your business stakeholders in order to understand what is their definition of success, and what is your and your team's role there. 3. Take a look at your team again. This time you will see a different perspective. You want to quickly reach an understanding about your team's strengths and weaknesses. 4. Reevaluate your communication style. What worked so far, may not be suitable or sufficient in your new role. 5. Meet with as many of your team members 1x1 and ask them what they think is working well, and what they think needs to change/improve. Just listen and take notes, without agreeing or disagreeing to what they are saying. 6. Be prepared to receive feedback. From anywhere -- your team, stakeholders, management, customers, etc. Don't: 1. Try to prove yourself a good leader. This is something that takes time, and there are rarely any actions that can be taken directly only to accomplish this goal. Also, if you think too much about "am I a good leader," you will stress out very quickly. 2. Make changes in the roadmap too soon. At this stage, you are more likely to not have enough information and context about why the roadmap is what it is. If you make changes too soon, be prepared to change it again after you have gained context in the next few months. 3. Make changes in the team structure too soon. In your new role, you are likely to change your opinion about some of your team members' effectiveness and impact on business. Over a period of time, you will intuitively know what needs to change, and that is the right time to start making any changes in the way the team operates, the team's priorities, the team structure, etc.