You've encountered skepticism from a new C-suite executive. How can you rebuild their trust in your team?

I found an effective way to earn trust with a skeptical leader is a private 1:1meeting. You gain better insight on their thinking and frame of reference. It allows to better align your recommendations while considering their concerns. Doing this prior to a larger executive meeting can have a positive impact

Transparency & Openness: Be upfront about your team's strengths, weaknesses, and current projects. Share data and results readily. Focus on Value: Demonstrate how your team directly contributes to achieving company goals. Quantify impact whenever possible. Proactive Communication: Don't wait for them to come to you. Schedule regular updates and briefings to keep them informed. Address Concerns Head-On: Don't shy away from difficult conversations. Be prepared to answer questions and address any doubts they might have. Deliver Results: Exceed expectations. Complete projects on time and within budget. Highlight successes and positive outcomes. Build Relationships: Seek opportunities for informal interactions within professional boundaries.

You start with apologising and just hearing them out at first. Once you have understood the context, you can then let them know as to where things would have gone south and addressing a solution to it. Here is where trust comes into play with an outcome which works as a win win for both.

In my experience, most C-level changes happen when business under current leadership is going through tough times. New leadership shall join with defined new objectives, constraints and timelines under a well sorted out strategy and with shareholder's approval. For successful operations, it is paramount to clearly communicate all of this to all employees, address the feedbacks and senior/middle managers shall redefine approach/projects accordingly. If new leadership fails to communicate openly and comprehensively, they can hardly succeed. If managers do not change or take a defensive or a deceptive approach, it can become a recipe of disaster for the whole business. IMO, there shall be a strategy/change management office in all orgs.

I have learned a long time ago to respond with this sentence. 'I am surprised that you.... Can you elaborate on why you think this is the case, I am really surprised/shocked. The surprised question in return, transfers their scepticism as something they need to prove, instead of making it a statement. It also is a senior and professional, non emotional response from yourself to understand the other persons view without straight away jump into protective mode. I use this technique at every level.