When starting a new job we are often focussed on all the things that we want to achieve.

That's understandable, we want to make a good impression after all.

If we've really got our stuff together, we might have a plan for our first 100 days - who we want and need to meet, what we need to learn, and how we're going to get some quick wins under our belt.

But how many of us spend time thinking about the legacy of the person in the post before us?

There are usually two types of legacy you will be faced with - the bad leader and the worshipped leader. There's also the marmite leader, but the same rules apply!

And each of these legacies can trip up a new starter if they haven't thought through how they are going to handle it.

I'll let you into a little secret - I've been tripped up in my career. I started a new job, was told that they hadn't really had anyone at my seniority before and I needed to bring my experience and fresh thinking. I took it literally and ignored the work that talented people had already started before I got there.

After a couple of weeks, my line manager took me aside and said it would be good to acknowledge the efforts of others and recognise the value they had added. It stopped me in my tracks; I hadn't realised what I had done and how others might have been feeling.

It is a lesson that has stuck with me ever since and it has been something that I've been mindful of when I've worked with and advised new directors and CEOs.

So, what are the key things you should consider when dealing with legacy?

1. Take time to understand the legacy but don't jump to conclusions - everyone you talk to will have their own perceptions and experiences with your predecessor. What you are told before you start and what you learn once you get there could be completely different.

2. Make sure you talk to people and listen to what they have to say. Ask them what they want and need going forward. Give them a chance to air any concerns and raise any questions.

3. Acknowledge the contributions of your predecessor. Don't blame them for things that are challenging now. Instead, use what you've heard and learnt from talking to people to come up with a plan of action that directly responds to the key themes and links to your vision for the future. That will help you to provide distance.

And a really practical tip - if you can, avoid starting immediately after your predecessor has left the organisation. Ideally, leave a week or two inbetween - I mean, you're going to need a break anyway so you can decompress from your old role and start afresh!

But, it also gives time for the organisation to move on from the departure and get used to life without the previous leader around.

Making your entry easier.