I was previously employed at a company and part of the marketing team with really toxic leadership. I eventually resigned and moved on. Fast forward 2 years and I received a call asking for me to apply for my previous supervisor's position. I did, and got it!

I was in a similar position early in my career. I started by interviewing/checking in with each employee to understand their experience and career aspirations. I told them I would not look at any previous evaluations by the former manager and that we were starting from a clean slate. Since the previous manager had been heavy-handed with the team, I didn't want them to think I had any of the same bias(es). This disclosure included his "golden child" favorites. They had to prove themselves as much as anyone else. After that first meeting, I started by going through staff meetings with the group, allowing each to speak and calling out any disruptive or disrespectful behavior. I quickly gained the group's trust and discovered who was "uncoachable" because they thought they knew more than anybody (including me). Those were the ones I worked on first, as they were causing the most team discord, and I ended up terminating two high-performing "experts" who kept stirring the pot. One was a narcissistic know-it-all that started each conversation with [the company] screwed me again, and the other was highly intelligent but unmotivated to get anything done. All of his assignments and projects were late.

The exciting thing about this was that once these two were gone, I was left with two project teams with staff who were early in their careers but highly motivated to make a mark on the company and the industry (much like your particular group). Each individual could trust me to be true to my word because I'm sure these two "golden children" were the worst thorns in their sides. Even with the two "experts" gone, their productivity doubled.

Before anyone screams ageism, both employees I terminated were in their thirties but highly intelligent and had significant accomplishments. They just had such an inflated sense of themselves that they rubbed everyone the wrong way. One thought he could disparage anyone (including the company), and the other thought he could do nothing. Both thought this was okay and without consequence. They had no problem finding employment elsewhere at the time because of their credentials. I never regretted the move, and we were all better off.

I'm not suggesting that this will work in every situation, but if you take time with each individual to get to know them, you will probably discover where your weak links are, who has potential, and who has to go.

I agree with starting by asking your team what they think is working or not working. It's really normal to move in a different direction with new leadership. Since this is their only frame of reference, they may not realize that, however. Definitely let them know where you see strengths and how you intend to grow their potential, and tie that into the new initiatives.