How should I handle the transition from the previous leader?

Carefully, because you're inheriting a trust balance you didn't create. If the previous leader was beloved, you'll face comparisons and nostalgia that have nothing to do with your competence. If they were struggling, you'll face a staff that's guarded and cynical from past experience. Either way, you're paying a trust tax or earning a trust dividend based on someone else's account.

Don't criticize your predecessor — even if the criticism is warranted and the staff invites it. That tells everyone you'll eventually talk about them the same way. Don't rush to undo their decisions — even the ones you disagree with — until you understand why they were made and who's invested in them.

Your entry plan should acknowledge the transition explicitly: "I know change is hard, and I'm committed to learning this school before I start changing it." That message, backed by consistent action, builds the trust you'll need when it's time to lead in your own direction.