"I Need Help" Shouldn't Be Your First Outreach
Don't wait for a crisis to start building your support system
If you are new to Leadership Letters, this is a periodic publication where I share insights into leadership qualities and challenges that are commonly encountered but not frequently discussed. Drawing from my experiences in the industry, working with leaders at prominent companies such as Apple, Google (#faang), and beyond, I aim to explore effective engineering leadership styles. My goal is to infuse a sense of enjoyment into technology, as it rightfully should be for all.
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Wherever you are in your journey, one thing remains constant: the need for a support system. This becomes more crucial in the corporate world. When things go well, you might not feel the need to expand your network; however, that's essentially how you grow. In an earlier post, we discussed everyone being a leader, and as one progresses in their leadership journey, they naturally expand their sphere of influence. Many companies today prioritize actively building networks. When I joined Apple, one of the first lessons I learned from my onboarding guide was the importance of connections in making things happen at Apple.
Often, it's easy to say, "Go build networks". However, the effect it has on individuals can feel overwhelming without immediate benefits. Building networks requires investing more time in meetings, which can be particularly challenging for introverted people like me. In this post, we'll explore some common techniques I've used to overcome my fear and hesitation in building a solid support system. Let's begin by understanding the need and psychological advantages of expanding your network.
The Why and the Well-being
Engineers thrive in environments where problem-solving and collaboration intersect. However, the technical focus of the discipline can sometimes overshadow the importance of building strong professional relationships. This is where the "why" of relationship building comes in - it's the foundation for effective teams, smoother project execution, and even career growth. When you invest time in fostering connections, you gain access to diverse perspectives, potential mentors, and a network ready to share knowledge or lend a hand when challenges arise.
Beyond the practical benefits, relationship building significantly impacts your well-being as an engineering leader. A sense of belonging and support within your team or organization reduces stress, fosters a more collaborative atmosphere, and boosts overall job satisfaction. Feeling connected to colleagues enhances your sense of purpose, knowing your contributions are part of a larger effort.
This goes back to the idea of bringing your whole self to work. However cliché it might sound, I cannot emphasize enough the importance of this. It not only enhances your productivity and innovation, but also makes your work feel more natural. Just as the human mind becomes cautious in front of an unknown crowd, your ability to contribute diminishes when you work with strangers.
Remember, impactful engineering projects are rarely achieved in isolation. By prioritizing the human element through proactive relationship building, you'll unlock not only better technical outcomes but a more fulfilling and psychologically rewarding work experience.
Fostering Relationships at Workplace
Expanding your network beyond your team might be frightening for many of us, but it doesn’t have to be. As a growing leader, recalling the fundamentals can make it more seamless. Here, we will explore some common tactics I use to broaden my horizon.
Be curious, not just about your work: Engineers tend to be very curious creatures in general. However, their curiosity often remains limited to their area of work. Taking an active interest in the broader picture of your organization not only opens the door for building connections but is also essential to expanding your thought process.
Be a Resource, Not Just a Taker: Share helpful articles, code snippets, or insights you've gained. This builds reciprocity and makes people more likely to help you in return. One core cultural change you can strive to implement would be to unblock others before unblocking yourself. If enough people start doing this, an organization will move much faster with fewer deadlocks.
Find Common Ground: Look for shared interests beyond engineering; these can be sports, hobbies, etc. This creates a personal connection that transcends work tasks. Whether it’s someone who reports to you or your colleague, caring personally remains at the core of leadership.
Lunch and Learn, Not Just Lunch: Offer to present on a niche topic you're passionate about. Shows expertise and initiative, attracting others with similar interests. This is often a very efficient technique to grow your network quickly.
Leadership is all about bringing out the best in the people around you and connecting dots that may seem too far apart. Your team's success directly depends on the depth of your network, not just because people tend to listen more to those they know and trust, but also because deeper networks provide more information about projects and initiatives across the organization. Whether it's getting buy-ins from another org or feedback on your prototype, your network plays a crucial role. The question is: “When the Fire Hits, Will You Have Allies?” My advice would be: Don't wait for the storm; foster relationships now.
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