Back to resources

How To Fast-Track Your Way Up The Corporate Ladder

Goal Setting
Company Culture
Leadership
Career Path

28 October, 2021

Sudheer Bandaru
Sudheer Bandaru

CEO at Insightly Analytics

Sudheer Bandaru, CEO at Insightly Analytics, shares how he dealt with employee turnover by enforcing a cultural shift.

Problem

Engineering talent is in high demand across the globe. As an engineering leader, one of the scary parts of my job was figuring out who would lead next. Choosing the right leaders of tomorrow is crucial because, as we all know, people don’t leave jobs and leave bad managers. It is never an easy decision to promote the next senior engineer in the line or bring someone from outside of the organization. Therefore, it felt a lot of pressure on my shoulders to identify the right people to promote and choose future leaders.

Actions taken

Switching Teams Inside the Company

To begin with, we started switching our engineers to different teams and projects quarterly to avoid knowledge silos and spread the domain knowledge. Again, this brought in an avalanche of challenges because it was difficult to identify whom to switch in which team for the optimal result. However, I started moving people into different squads thoughtfully, where every engineer was supposed to move to another group every quarter. Although people didn’t feel comfortable initially, this helped engineers with fresh perspectives and opportunities and expanded their knowledge to multiple projects required for a leader.

Make Yourself Redundant

Once I experimented with switching teams, we encountered challenges with a lack of documentation for new people to pick up the code, and it took longer to catch up on new projects. This encouraged us to focus on coding best practices with good comments and documenting all critical parts of the projects. Our mantra to every leader was - “make yourself redundant” - so that they could teach others what they already mastered and create space for them to do new things.

Set Goals to Reach the Career Path

Furthermore, by creating internal goals and career paths for everyone, we formed an outline that our team members can follow for becoming leaders. If an engineer were always writing the code, they would never open the doors to becoming a leader. Instead, we created goals for senior members to spend less time writing code and more time reviewing code, and spending time with cross-functional teams. This expanded their exposure to other functional areas, which is a prerequisite for becoming a leader.

Lessons learned

  • When a leader wants to achieve a goal, there has to be equal motivation for team members. You have to make sure that everyone is aligned with the outcome.
  • The process of only shuffling team members will not help. There has to be inherent motivation and a shift in culture for a team to succeed.
  • Nurturing leaders within the team created positive ripple effects where junior members were excited about the clear path to leadership and how the management was supportive in a transparent manner.

Discover Plato

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


Related stories

Assessing the Performance of Your Team

20 August

Parallels between Work and Sport.

Goal Setting
Different Skillsets
Coaching / Training / Mentorship
Performance
Ron Pragides

Ron Pragides

SVP Engineering at Trustly Group AB

Leaving Room to Say Things Suck — Leadership Lessons from “Ted Lasso”

17 August

A major sign of trust, comfortability, and vulnerability is for someone you lead to be able to say something sucks.

Building A Team
Company Culture
Leadership
Coaching / Training / Mentorship
John Hartley

John Hartley

Senior Engineering Manager at Curology

How to Maintain Happiness: The Underrated Aspect of Creating Team Dynamic

2 August

Jonathan Ducharme, Engineering Manager at AlleyCorp Nord, encourages the importance of a workplace environment that cultivates mental wellness.

Personal Growth
Company Culture
Leadership
Internal Communication
Psychological Safety
Jonathan Ducharme

Jonathan Ducharme

Engineering Manager at AlleyCorp Nord

Scaling a Team in Two Parts: The Product and Manager

2 August

Viswa Mani Kiran Peddinti, Sr Engineering Manager at Instacart, walks through his experience scaling a team, product and his skills as a leader.

Managing Expectations
Product
Scaling Team
Leadership
Meetings
Viswa Mani Kiran Peddinti

Viswa Mani Kiran Peddinti

Sr Engineering Manager at Instacart

How to Enter QA With a Non-Technical Degree

2 August

Lewis Prescott, QA Lead at Cera Care, explains his journey from a degree in psychology to learning test automation and computer programming.

Handling Promotion
Personal Growth
Coaching / Training / Mentorship
Career Path
Lewis Prescott

Lewis Prescott

QA Lead at CeraCare