My Experience Building a People-First TeamJump to section titled My Experience Building a People-First Team

Every mid-year calibration brings me back to the same question: Am I building the kind of team I'd want to be part of? Three years into this role, the answer is clearer than when I began, but it's still evolving. I've made mistakes, learned from my team, and continually tried to build a team that is not only high-performing, but also deeply human.

When the Work Is InvisibleJump to section titled When the Work Is Invisible

Early in my management journey, I was reviewing a high-performing applied scientist who was partially embedded in an engineering team. On paper, the impact looked modest. I followed the guidelines. I filled in what I could see.

But during our performance calibration, a point of contention came up. The individual brought up projects, reviews, and mentorship I hadn't seen. That conversation was uncomfortable—but necessary. I realized I had relied too much on visibility, and not enough on curiosity.

So I asked questions. I listened. And I rewrote the review. More importantly, I rewrote how I approached reviews: I built a format that captures not just outcomes, but context. I asked my team to help me fill in the blanks. I created space for the work that doesn't speak for itself.

Lesson learned: if the work isn't visible, it doesn't mean it didn't happen. Ask. Make it easy for your team to share. And when they do, listen with an open mind.

Experience Comes in Many FormsJump to section titled Experience Comes in Many Forms

I once managed someone with over fifty years of work experience. I had questions I couldn't ask aloud: What keeps them motivated? What can I possibly offer in return? Turns out, quite a lot.

In our 1, I stopped trying to direct and started trying to learn. Their commitment to craft, their ability to stay relevant, their willingness to keep learning—it humbled me. They reminded me that growth doesn't stop. That relevance is earned. And that the best way to stay current is to stay curious.

"Your job as a manager is to get better outcomes from a group of people working together." — Julie Zhuo, The Making of a Manager

I didn't need to guide them—I needed to align them. Understanding their personal goals helped me tie their work to the business. And they, in turn, shaped how I show up as a leader.

Tailored Growth Isn't OptionalJump to section titled Tailored Growth Isn't Optional

Some people on my team want space. Others want structure. Some ask for help only when stuck; others want to think out loud. I stopped looking for a default management style and started building custom growth paths.

I ask: what helps you do your best work? Then we talk about goals—personal and team-wide. We set expectations. We revisit them. I watch for friction. I match people with complementary styles. I experiment with pairing. I protect their boundaries while pushing their potential.

"Your 1 are the most important thing you do." — Sarah Drasner, Engineering Management for the Rest of Us

The truth is, no one grows in isolation. But that growth looks different for everyone. As a manager, I've learned to believe in potential before it proves itself. Sometimes you see something they don't. Trust that instinct.

Trust First, Feedback SecondJump to section titled Trust First, Feedback Second

I used to think feedback came first. Now I think trust does.

Feedback, even well-intended, can fall flat if the team doesn't trust your intentions. I had to earn that trust—through transparency, through showing my own vulnerability, and through following up when they took the risk of telling me the truth.

We celebrate wins, but also failures. I make space to talk about what didn't work. I try to share my own missteps first. It sets the tone. We're not chasing perfection. We're chasing progress.

"Feedback is a gift, but only if it's wrapped in care." — Paraphrased from Sarah Drasner

Build the System, Absorb the NoiseJump to section titled Build the System, Absorb the Noise

My team works best when they're focused. That means I need to be the buffer—to absorb the upward shocks, and keep their attention on what matters. I negotiate roadmaps, push back on thrash, and make sure they have enough room to think.

At the same time, I amplify. I make sure their work is visible. That it reaches beyond our team. I advocate in rooms they're not in. I ensure their names are mentioned when credit is due. They deserve to be seen.

The Ongoing Practice of ManagementJump to section titled The Ongoing Practice of Management

Leadership isn't a fixed state. It's a practice. One that gets better with feedback, humility, and repetition.

Three years in, I still make mistakes. But I make fewer of them twice. And I learn faster. My team teaches me that.

I set out to build a people-first team. But what I've found is that they're the ones who taught me how.