Strategy for Continuity in a New Leadership Role: Embracing Established Practices

Strategy for Continuity in a New Leadership Role: Embracing Established Practices

As a new software engineering manager joining a team, the decision to either adherence to existing practices or implementing new ones poses a significant challenge. This article explores the nuanced approach to leadership and team management. Rather than making hasty changes that might disrupt the team's workflow, it emphasizes the importance of respecting and refining established practices.

Foundation of Established Practices

The first principle to consider is the inherent value of existing practices. Irrespective of how well-liked or understood they may be, these established routines often have a deep-rooted purpose. For instance, the beloved team BBQ event is something team members look forward to, and abruptly replacing it with a less engaging activity like weekly donuts would be counterproductive. The essence of these practices lies in the comfort and familiarity they provide, which should not be disregarded lightly.

Identifying and Fixing Broken Systems

While maintaining existing practices is important, it is equally crucial to identify and address broken systems. When a system is broken, the immediate task is to fix it. A broken system leaves a lasting negative legacy on the team and the company. Taking an abrupt and aggressive approach to reform might alienate team members, leading to resistance and a hostile environment. Instead, take a gradual and constructive approach to facilitate change, particularly in areas where team performance is lacking.

Strategic Observation and Refinement

The recommended strategy involves an initial period of observation and understanding. Observing the team's dynamics, workflows, and established practices without immediately introducing any changes allows the new manager to gain insights into the team's needs and challenges. This period of learning is critical, as it sets the foundation for informed and strategic decision-making in the future. Once a deep understanding of the team's practices is established, the manager can begin making necessary refinements and improvements.

Respecting the Need for Team Cohesion

As a new leader, it is essential to emphasize that the team's success is not just about individual achievements but also about collective efforts. It is wise to maintain the practices that contribute positively to team morale and cohesion. This can be particularly true for exclusive team events like monthly BBQs. Gradual reforms can be introduced, such as transitioning from an in-person event to a virtual one amid a shift in external circumstances, thereby preserving the spirit of the original practice while making it more manageable.

Improvement rather than Imprinting

In the context of leading a team, the focus should be on continuous improvement rather than leaving a personal imprint. It is not about creating your own legacy but improving the team and fostering an environment where everyone can thrive. For instance, if a team member dislikes status meetings but prefers to share information via email, it is worth discussing how to integrate both methods, thus benefiting all parties involved. The goal should be to streamline the process without disrupting the team's harmony.

Conclusion

Ultimately, as a new software engineering manager, the key is to strike a balance between maintaining established practices and making necessary changes. By observing, understanding, and refining the team's practices, a leader can foster a collaborative and productive environment that benefits both the team and the company as a whole. The approach should always be guided by the goal of improvement, rather than personal preference.

Final Thoughts

Leadership in software engineering is about creating a functional and harmonious team. By respecting established practices, identifying and fixing broken systems, and fostering improvement over time, a new manager can set the team up for success without alienating valuable team members or disrupting the team's workflow.