Plato Elevate Winter Summit has been announced (Dec 7th-8th)

🔥

Back to resources

How Restructuring Can Help Your Team to Claim Ownership

Reorganization
Ownership

19 October, 2020

Fei Xu
Fei Xu

Engineering Manager at Square, Inc.

Fei Xu, Engineering Manager at Square, Inc., recalls how he approached the restructuring of his team with an intent to have them claim ownership and develop subject matter expertise.

Problem

I was managing a team of five people and whatever task we would be given, it would be picked by an IC who would be most available at the moment. They would work on a task and once completed, they would move to the next one. This approach didn’t allow people to build strong domain knowledge and they would often complain about lacking the purpose and motivation.

Actions taken

I decided to split the team into two sub-teams. The team consisted of four back-end engineers who were split into two subteams and one front-end engineer who would be added to a subteam that needed them the most at the moment. Two subteams would have their own area that they would be focused on and have ownership of. That helped them gradually develop their subject matter expertise and position themselves as knowledgeable individuals who can be respected because of their competencies. Claiming ownership happened as a natural consequence of that approach -- they became more connected with the domain and therefore, more responsible and concerned about all details of whatever would fall in their area of interest and expertise.

Their competencies soon became known to people outside the team. They would be reached out to as domain experts by people across the company. Also, it became widely known what was the area they owned and what they were responsible for.

The team underwent restructuring two quarters ago and the feedback from the team was tremendously positive. These changes allowed us to move faster because people were able to develop specific expertise and focus on things they felt confident about. Besides the evident improvement in velocity, we noticed the improvement in collaboration -- members of two subteams were much more eager to share information from their area of expertise and enhance cooperation when working on the common task.

Lessons learned

  • It is hard to enforce accountability without establishing ownership first. People tend not to care about things they don’t own and that are outside of their area of expertise.
  • Before going forward with a reorg, make sure to talk to ICs and understand their wants and preferences.
  • We were concerned that the reorg would eventually lead to isolation but in the long run, it enhanced cooperation. However, you have to ensure that knowledge sharing happens early on before two subteams become siloed.

Discover Plato

Scale your coaching effort for your engineering and product teams
Develop yourself to become a stronger engineering / product leader


Related stories

Transitioning From Tech to Product Management

23 November

Nicholas Cheever, Divisional Vice President, Global Supply Chain Technology at Trimble Transportation, talks from his experience on how to excel in a PM role when transitioning from tech roles.

Ownership
New PM
Nicholas Cheever

Nicholas Cheever

Divisional Vice President, Global Supply Chain Technology at Trimble Transportation

The Benefits of Stakeholder Communication

17 November

Piyush Dubey, Senior Software Engineer at Microsoft, shares how to understand the stakeholder communication process better and why it is essential.

Meetings
Internal Communication
Collaboration
Ownership
Stakeholders
Piyush Dubey

Piyush Dubey

Senior Software Engineer at Microsoft

Overcome a Poor Working Relationship

11 November

Rajesh Agarwal, VP & Head of Engineering at Syncro, shares how he took the time to develop and understand one of his co-workers to drive impeccable business results.

Conflict Solving
Internal Communication
Collaboration
Ownership
Health / Stress / Burn-Out
Rajesh Agarwal

Rajesh Agarwal

VP and Head of Engineering at Syncro

How to Successfully Complete A Major Reorganization

4 November

Kirk Gray, VP of Engineering at McGraw-Hill, recalls his experiences performing major reorganizations of departments, including successful techniques to ensure a smooth transition.

Alignment
Convincing
Reorganization
Roadmap
Fairness
Kirk Gray

Kirk Gray

VP Engineering at McGraw Hill

An Engineer’s Place in Product Creation

25 October

James Andrew (Andy) Vaughn, Principal Technical Product Manager at AppFolio, speaks on the mutually beneficial partnership between product managers and engineering leadership and its relation to a harmonious product development organization.

Different Skillsets
Meetings
Internal Communication
Reorganization
Roadmap
Toxic Atmospheres
James (Andy) Vaughn

James (Andy) Vaughn

Principal Technical Product Manager at AppFolio

You're a great engineer.
Become a great engineering leader.

Plato (platohq.com) is the world's biggest mentorship platform for engineering managers & product managers. We've curated a community of mentors who are the tech industry's best engineering & product leaders from companies like Facebook, Lyft, Slack, Airbnb, Gusto, and more.