New Manager? Don’t Rush to Rip Things Up

Leadership isn’t about changing everything. It’s about understanding what’s already working.

If you’re a first-time engineering manager, you might feel pressure to make your mark early.

But here’s what I’ve learned: the best leaders don’t rush to change. They slow down to listen.


What’s the biggest mistake new managers make?

Moving too fast.

There’s often this urge to prove you were the right hire - to change things, fix things, optimise everything. But when you do that without understanding the team’s history, you risk breaking trust and undermining psychological safety.


But what if the old way isn’t working?

Change might be necessary. But not before trust is built.

Teams carry context. That “pointless” meeting? It might be the only space where junior devs feel heard. That clunky Kanban board? Maybe it helps the team manage stress.

You’ve got to get curious before you get critical.


What helped you realise this?

In one of my past roles, I inherited a team but wasn’t involved in hiring a new team member. That decision created tension and eroded trust. I didn’t realise how critical that was until it was too late.

If I could go back, I’d ask this simple question:

“Why wasn’t I consulted on building my own team?”

It would have opened up a conversation about trust, expectations, and how to build psychological safety from day one.


What should a new leader do in their first few months?

Focus on listening, not changing.

Ask things like:

Preserve first. Change later.


Final thought: You don’t have to prove yourself through disruption.

Real leadership is about showing up with empathy and curiosity.
See what’s working. Celebrate it. Learn from it.

Then, and only then, consider what needs to change.


Are you a first-time engineering manager navigating a new team?

I help new and aspiring tech leaders build trust-first leadership foundations—so they can lead with confidence, not confusion.

📅 Book your free coaching call: https://coaching.chughes.uk/#contact