Years ago, I joined a startup as its first and only engineer. 

The project was massive, and it soon became apparent that one person couldn't do it all. So, I proposed building and managing an overseas team. 

This project was the perfect opportunity for me to transition into engineering management. But reality hit hard – the learning curve was steep, and the pressure to prove myself in this new role was real. 

I thought I was ready, but those first few days made me realize that getting my team on track would take longer than expected. 

To save you from the same pain and frustration, here’s what I wish I had known during my first week as an engineering manager (EM).

1 – Prepare for your meetings 

Just like you wouldn’t run a marathon without proper training and warm-ups, you shouldn’t walk into your first meetings unprepared. 

During your first week, you’ll be meeting with:

While you definitely want to ask questions, you can’t expect them to tell you everything you need to know. It would be like your personal trainer asking you what your workout plan should look like!

To make the most of these meetings, come prepared with enough context to ask the right questions. For example, instead of asking your team what their current project is, you could ask them why they’re tackling technical debt at the end of a project instead of alongside it. 

Focus on taking notes and identifying what information you are missing. Key areas to look into include:

  • Company systems, goals, key risks, and product roadmap
  • Company best practices and gaps in documentation
  • Organizational culture 
  • Organizational structure
  • And your team’s current projects, tools, and workflows

2 – Talk to your manager

Your manager is likely the person who hired you or promoted you, and they did so because they believe in your ability to lead. Your first meeting with your manager is an excellent opportunity to set a strong foundation. Use this meeting to:

  • Understand what they expect from you
  • Clarify your immediate priorities
  • Learn about their current problems and challenges
  • Find out how they prefer to communicate and how often 
  • And understand how they will measure your success

Based on what you've learned so far, approach this meeting with your own suggestions. Being proactive shows your manager that you’re prepared and ready to contribute.

As with any leadership role, the conversation with your manager will be ongoing. Their priorities, problems, and goals will evolve, and so will yours. Establish regular check-ins to maintain alignment. 

Be sure to understand how they want to receive their updates and KPIs. Do they prefer reports via email, quick updates on messengers like Slack, or meetings for in-depth discussions? 

And if you're an introvert, don’t hesitate to tell them that. This way, you can find ways to connect with them while maintaining your boundaries. Let them know how they can best support you regarding communication and collaboration.

More than anything, don’t leave the meeting with any unanswered questions. Your aim for this meeting is to achieve clarity. Follow up with a written message summarizing key discussions and next steps. This ensures everyone is on the same page and nothing has been overlooked. 

3 – (Re)introduce yourself

Building strong relationships with your team is important whether you’re new to a company or transitioning from peer to manager. 

Reintroducing yourself is not just about saying “hi.” It's about opening the door for more meaningful conversations. In your first interactions, ask your team about:

  • The challenges they’re facing
  • What they enjoy working on
  • What they would change
  • And any ideas or concerns they might have for improvement 

It’s easy to think you only need to do this when you’re new to a company. However, reintroducing yourself is equally important when promoted from within. 

With your old colleagues

Even though you’ve worked with these people before, their experiences and challenges may have evolved or shifted. Approach these conversations with genuine curiosity rather than assuming you know everything.  

This transition can also complicate power dynamics. And not everyone is comfortable with that. The best way to address this shift is not to talk about it directly but to show it through your actions. 

If you used to joke around with your colleagues and now want a more professional demeanor, let your actions speak for themselves. Most of the time, people will follow your lead. If you encounter resistance, be proactive in setting new boundaries.

While being respectful is a given, remember as an EM, the impact of what you say, especially in technical discussions or tense situations, is amplified. So, be mindful of what you say and how you say it.

Don’t forget to set up your regular one-on-ones with your engineers. The meetings are important for building trust, understanding their struggles, and supporting them.

4 – Say goodbye to your previous role

As your first week comes to an end, after meetings, gathering information, and trying to absorb as much as you can, you will face a tough realization: you won't be able to code anymore. 

Hopefully, it wasn’t as scary or overwhelming as you initially thought, but now you know about the shift. As an EM, your responsibilities change, which means stepping away from hands-on work. It’s natural to feel a little sad about this. Adjusting to your new routine will take time.

However, keep in mind that it’s not just you who will feel the impact of this change – your team will too. If you were coding and now you’re not, the team’s overall technical capacity has decreased. 

This creates a new challenge that you’ll need to address head-on. Here’s what to do.

  • Delegate your previous tasks: Identify the right person on the team to take over what you were responsible for.
  • Reorganize your team’s schedules and priorities: Take into account the unfinished work you left behind, and ensure the team’s workload is adjusted accordingly.
  • Manage your supervisor’s expectations: Be transparent about how this transition will impact the project, and let them know what to expect regarding any potential delays.
  • Adjust deadlines: Don’t hesitate to change deadlines to avoid overloading your team. Giving them adequate time to do good work is more important than sticking to rigid timelines.
  • Deprioritize less crucial work: Focus on what’s essential and ensure the project isn’t unnecessarily delayed.

Your team will appreciate it if you step in to organize and guide them through this transition. The shift will cause some turbulence, but clear direction helps set a new rhythm. 

5 – Reflect and analyze

The whole of your first year as an EM is about mapping an unknown land, understanding its challenges, and adapting as you go. So, don’t expect to achieve everything in your first week.

But, do take some time on Friday afternoon to reflect on your progress. This gives you the chance to identify any obstacles and prepare for them if they come up again in the future. 

Don’t underestimate the power of continuous improvement. During the 1980s, Toyota implemented a system where assembly-line workers were encouraged to jot down even the smallest improvement ideas in personal notebooks. These improvements were then reviewed during daily “kaizen” (continuous improvement) discussions. 

One worker noted that a particular washer used during assembly seemed unnecessary. After the team reviewed and tested, they confirmed that removing that machine had zero negative impact on quality but saved time and materials across the production line.

What began as a simple note in one person’s notebook turned into a low-risk, high-impact change that saved the company a lot of money in the long run. 

So, grab a pen and paper and reflect on your week. Look for ways to improve your and your team’s work without making drastic changes that cause chaos. 

Even better – encourage your team to do the same. Ask questions like:

  • Were there any repetitive tasks this week that seemed unnecessary?
  • How did you handle the obstacles that came your way? 
  • What new skills or knowledge do you need to develop? 
  • What are your goals for next week?
  • Are there any small, low-risk changes that could have high impact on your work?
  • What’s your plan for next week? And for next month?

By focusing on continuous improvement, you build a proactive culture of progress where everyone is always looking for ways to improve. 

The short version: study, learn, then meet and greet 

In your first week, focus on learning as much about your team and company as possible. This includes:

Along with studying and learning, establishing good relationships with your team should be one of your top priorities. Get to know them so you can understand their challenges, goals, and how they work best.

While you may step back from daily coding, you’ll gain the opportunity to shape technical direction, unblock your team, and focus on the higher-leverage work of team growth and delivery.

Want more tips on leading effective software engineering teams?

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Originally published on Medium.com

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