Starting a new job is like tackling a messy room.

It’s not necessarily the work itself that’s daunting – it’s knowing where to begin.

Starting as an engineering manager (EM) is no different. Soon, you’ll be:

  • Facing new responsibilities
  • Learning different skills
  • And navigating unknown challenges 

It can feel overwhelming, especially on your first day.

Your anxiety levels will likely be high. However, it gets easier once you take the first step, just like with any big task. 

Here’s how to start.

The first step – say hello

Your first day as a new EM can feel like your first day at a new school or college. You probably have a mix of high expectations and fears, thinking that:

  • Everyone will come and greet you
  • They’ll immediately identify you as the “new kid”
  • Or, at least, acknowledge your existence

But in reality, you might feel a little invisible. Most people are busy with their own work, and you’re just another student on campus. 

Unless you’re changing companies, it’ll feel very similar when you transition to an EM. 

So, take a deep breath to calm those nerves and introduce yourself. After all, your team needs to know you! 

I know it’s not the most comfortable thing to do – especially if you’re an introvert. But, trust me, a simple “hello” or a friendly Slack message goes a long way. It helps break the ice, alleviate some of your initial anxiety, and set a welcoming tone. 

As you start building connections, be sure to attend your first group meetings or daily standups. They may not occur on your first day, but you can confirm your attendance for upcoming ones. 

If they do take place on your first day, don’t miss them! Not only is it a more natural way to get others to know you without having to approach them, but you’ll also encounter: 

  • Product managers
  • Designers 
  • DevOps 
  • And QA 

In these meetings, always take the time to identify everyone and take notes. Noting down key information, especially things relevant to your new role, helps you hit the ground running.

People often skip taking notes, but it’s a missed opportunity. The more information you have, the better. It’ll help you contribute more efficiently in the future.

The second step – schedule your meetings

Next, schedule one-on-one meetings. It’s unlikely that your manager, team members, or other managers will be available right away. Even if they are, it’s still a good idea to schedule these meetings in a few days. You need to prepare! 

Attending a meeting without doing your homework – especially in a leadership role – can make you look unprepared. This doesn’t mean you can’t ask questions – you definitely should. But walking in without understanding your role or your team’s current projects won’t make the best first impression.

Your supervisors and peers will likely have a clear idea of what is expected from you and how your success will be measured. Taking the time to learn about these expectations beforehand sets you up for more productive conversations. 

So, take the initiative and schedule your first meetings. Then, use the time to learn all you need to ask smart, insightful questions. This demonstrates your leadership skills and helps you get the information you need.

The third step – learn the state of the system

Part of the preparation you need to do to step into those meetings with confidence is to learn the company:

  • Systems
  • Practices
  • Culture
  • And organizational structure

When we hire new engineers, for example, it can take them six months to fully understand the whole system. As a new EM, you should expect it to take just as long – if not longer – to have a complete picture. So give yourself the same allowance. 

While preparing for your meetings, it’s good to start gathering information on how things work. This will help you better understand the current state and if something might have to change down the line. Though, it’s important to remember that you won’t be making any major changes in the first few months.  

Here are a few things to learn about:

  • Does your team have someone who stays up-to-date with new technology and maintains old code when needed?
  • Who sets up and manages the tools that automate testing and deployment?
  • Are there tools to check code quality and ensure everything is well-organized before changes are approved?
  • How much time do developers spend in meetings each day? If it’s more than 30 minutes, is that time being used efficiently or can it be reduced?
  • Is there a clear path for promotions and skill growth in the company? 
  • Do developers have dedicated time to improve their skills and stay current in the field?

These are just a few examples, but a deeper understanding of these areas can help you make better decisions in the future.

Remember, no one likes the “here’s how things are going to be around here from now on” guy. So, it’s best not to come in assuming you have all the answers. Instead, ask questions and truly understand what’s happening before suggesting anything new.

Also, I advise you to leave your previous team’s processes at the door. Your experience is certainly a way to expand people’s perspectives, but don’t impose previous processes on a new team.

The fourth step – get the keys to the kingdom

To learn the systems, you’ll need access – lots of it. 

As an engineer, you typically have access to only part of the code or system. As an EM, you’ll need access to everything to get a big picture of what has been done and what’s currently happening. 

Start by creating a list of all the access you need to effectively manage your team and get the information to make decisions. These may include: 

  • A Google Drive or shared repositories
  • Full access to the project management system
  • Additional management Slack channels or communication platforms
  • Notion, Excel, or other tracking systems
  • Logins for management programs or systems
  • Access to the code (Github or other version control systems)
  • Local development environment setup

After you have that list ready, reach out to people who can help you. This might be your supervisor, a fellow manager, or the IT team.

The fourth-and-a-half step – familiarize yourself with the documentation 

Don’t forget to look through internal documentation you might not have had access to before. This could be manager-specific documents or notes left by the previous EM. 

These documents help you understand:

  • Why certain decisions were made
  • The previous EM's long-term vision for the team
  • And your team’s profiles, recent projects, and past challenges 

Knowing what your team is working on or some of their difficulties will help you approach your upcoming conversations with confidence and insight. 

This process, along with all the reading, will likely take up a good portion of your first day.

The short version: your first day is easier than you think

Your first day may feel a bit nerve-wracking, but it will likely be uneventful.

The key tasks for your first day will be straightforward: schedule meetings, get access to necessary systems and documents, and start absorbing information.

Here’s what you should focus on learning:

  • Who are the product managers, designers, DevOps, and QAs
  • What your team has been working on
  • Guidelines and long-term vision from the previous EM
  • Internal documents for managers
  • Company culture, practices, and organizational structure

This process will take time, and that’s okay. The more knowledge you gather, the better prepared you’ll be to lead effectively.

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Originally published on Medium.com

Content in this blog post by Alex Ponomarev is licensed under CC BY 4.0.