This isn't a technical question, but it's a problem I'm going to have to solve soon!
I just accepted an EM role at a FAANG. This is a career "boomerang" for me - I was an engineer in the past, but then moved into technical support management. I'm coming back to engineering, but this is the first time I will have done it at a large company. All of my engineering experience has been at small scrappy startups where we just did everything, did it fast, and prioritized by whatever was most on fire. I don't think I've ever actually done a proper "sprint". While I have written a lot of code, the workstyle on my new team will be almost entirely foreign to me.
Whose got pro tips for leading an engineering team in a large organization? What makes a high-powered team? What are the easy mistakes that will drive us into the ground?
I've been an EM at a startup and an F500. Don't be scared to have less meetings than your peers. I basically only do one 1-hour sprint meeting each sprint to review the last sprint and to plan for the next one. It may help to have standups daily at first but you can often make them less frequent over time.
Also, always avoid meetings to ideate. These are some of the most common and they are a huge waste of time compared to listing out ideas in a doc and having people review that asynchronously. And yet these meetings have a tendency to get called all the time. For example "there was a fire, let's get all the leads/EMs/directors together for 1 hour to figure out how to avoid this next time".
Your two most important duties are 1) making sure your developers are given space to implement what's important and 2) building relationships throughout the company to better anticipate future needs that helps you do #1.
Take a look at the book "The Manager's Path" by Camille Fournier. It has surprisingly concrete advice for people in your exact position. One of the few "business books" I actually recommend to people.
This guy made the switch from dev to EM and has written articles on running effective teams,(e.g. one on how to help devs act as project leads) and even has resources like the docs he sends to tech leads when they start a new project, w/ lists of responsibilities etc: https://blog.pragmaticengineer.com/things-ive-learned-transi... (just linking to the most directly applicable article but definitely browse around)
I just accepted an EM role at a FAANG. This is a career "boomerang" for me - I was an engineer in the past, but then moved into technical support management. I'm coming back to engineering, but this is the first time I will have done it at a large company. All of my engineering experience has been at small scrappy startups where we just did everything, did it fast, and prioritized by whatever was most on fire. I don't think I've ever actually done a proper "sprint". While I have written a lot of code, the workstyle on my new team will be almost entirely foreign to me.
Whose got pro tips for leading an engineering team in a large organization? What makes a high-powered team? What are the easy mistakes that will drive us into the ground?