Set up a means to monitor your subsystems' performance and maturity as well as their life cycles. Know who is accountable for the major systems on your watch. In each of my large-scale leadership experiences, I've tried to quickly create a systems map that everyone can agree on and get continuing attention focused on the health, productivity and yield of those systems. Up close and personal, a leader must be a doer and demonstrate hands-on skills and the ability to work with the team to get things done. One of the most effective acts you can make as a leader of a small team is to start working right away and show that you can do the work yourself.
Nothing creates credibility more quickly.
When I take charge of a small team, the first thing I try to do is get everyone involved in doing some work. I show that I'm willing to roll up my own sleeves and that we are going to work like a real team to get some real results. The impression never fails to stick. Focus on Goals. Goals are more important than processes and systems for a small team.