I recently stepped into a new Engineering Leadership position at BitGo. This was my first transition into a role in which I would be inheriting an existing team with their own culture and values.
This post is a retrospective look at that transition in the form of an advice column for others in similar situations.
Research
Before onboarding, do your homework. Get an understanding of the company, the competitive landscape, the technology, and your immediate team. Being prepared will give you confidence; confidence will set you up for success over those first few months.
Listen
Listen; listen; listen. Conduct as many 1:1s as possible – and not just with your immediate team. Listen to what’s going well. Listen to what’s causing pain. Try to identify patterns but resist the urge to introduce change too early. Your mere presence has already disrupted balance – it’s important to be cognizant of this and listen for feedback.
Listening is especially important for remote folks who may already feel disconnected from the team/company. Often times, conversations with remote team members are the most telling; they sit far from the nucleus of the organization and any rumblings at the core will be magnified from their perspective.
Overdo this! Listening builds trust and gives you insight into team dynamics, interpersonal relationships, and organizational values. These data points are incredibly helpful when prioritizing work and thinking about how to introduce change to the organization.
Clarify Intent
Be explicit and transparent with what you see as your role, responsibilities, and expectations others should have of you. This can take the form of a staff meeting, 1:1s, or a shared document. This level-sets and provides clarity to others about how to best work with you and what they can expect out of you.
Take this time to reinforce topics like:
- Why you joined and what it is about the opportunity that has you excited.
- What you see as your set of responsibilities in terms of leadership.
- How you work best.
- Your values and expectations.
- How you plan to contribute.
This activity allows others to provide feedback on any of these points before you start working together. It is also especially helpful for younger team members, for which working with an Eng Manager will be a new experience.
Gather Feedback
Gather feedback early and often. Be vocal about your desire to help the team and that one of the best ways the team can help you, is to provide clear feedback.
When receiving feedback, repeat it to make sure nothing is misinterpreted and both parties are aligned. And while it isn’t necessary to adhere/adjust to every single piece of feedback, it is important to follow up on each point and close the loop.
