Onboarding Your Engineering Manager

Bringing on a new leader to your organization is always tricky. It starts with hiring. Then comes the real part. Onboarding… And a new leader joining feels a lot like living in your house while someone’s building an extension. You’re still trying to make dinner, take calls, and go about your day, but there’s dust in the air and half the kitchen is taped off. If you just hand them a hammer and say “have at it”, you’ll get a lot of noise and not much structure. Things will be built, sure, but maybe in the wrong order, maybe without the foundations you actually need. But if you take the time to walk them through the architecture, show them where the load bearing walls are, and point out which rooms really matter, the whole thing comes together faster and stronger.

I’ve had the chance to work with some very good managers in the past. One thing I still remember from all of them is the amount of time they spent on me. They seriously took the time to explain things even though it was already available in some video or writing. Why does that make any difference? One: it’s from their perspective. Two: you feel valued. Three: you get to see what’s really important and what’s not. Honestly, those are things that you can’t really learn from a bunch of videos or posts. When someone does that for you, they gain your respect.

You might be in that position now i.e. bringing a new leader onboard and wanting them to succeed. Maybe it’s your first time. Maybe it’s been a while. Or maybe you just want to compare notes. Either way, the goal’s the same: prepare your leaders in the best way possible. That’s what this guide is about.

Lay the Foundations

Before your new leader starts making decisions, they need to know what they’re standing on. People often assume leaders are supposed to figure it out. I disagree. Yes, a bit of ambiguity is fine and expected, but you want to get them up to speed quickly and easily. So it’s better to build that foundation from day one to set them up for success.

For a new leader, that foundation is clarity: clarity on the business, the team, the culture, and the expectations. If they’re guessing, they’re wasting time. If they’re wrong, they’re creating work you’ll later have to undo. The more you front-load this context, the faster they can make good calls without constantly looking over their shoulder.

Do Your Homework

Before your new leader joins, get to the bottom of essentials: why you hired them, the problems they’re here to solve, and how you’ll measure it. Everyone benefits from clear goals. Think two or three clear outcomes for the first 90 days. I know it’s easy to ask for vague outcomes, but really try harder so that it’s not a guessing game on each side.

Set up early relationship capital. You want to connect your new leader with the rest of the org and beyond. You know yourself that strong internal networks directly improve leadership effectiveness. List down all the people, with priority order, to connect with over the weeks and months. Like within the first week, connect with X, Y, Z. Within the first month, connect with A, B, C. Don’t just dump names. That helps but doesn’t give context. Give each person the brief on why this leader matters and what they should share. Cue them to their personality if you can.

Information is fuel. If you bring on the right context early, they will onboard faster. Send them strategic docs, product roadmaps, and org charts the day they join or even before. You can’t dump everything at once; I suggest having priorities or almost like a checklist of items that are connected. Try to show how the business works, where it’s heading, and the culture they’re stepping into.

Prepare the team

Your existing team needs to be ready for a new leader, including existing leaders, and sometimes especially them. If you skip this, you risk gossip, resistance, or awkward moments. Be clear about why the business is bringing in a new leader. Clarify what problem they’re here to solve, what opportunities they’ll unlock, and how this benefits the team. If people understand the why, it’s generally easier to accept.

Expect questions: Why now? Why this person? What does this mean for my role? Have honest answers. You don’t have to overpromise, but you do have to make it clear what will change and what won’t in the first months.

The First Month

Alright, your new hire has actually arrived. As the saying goes, you can’t be sure until they’re sitting at their desk. Funny how true that is people can always bail at the last minute.

Make Day One Count

It’s their first day. If you are working for a large organization, it’s likely they will go through an induction process so you won’t get much of their time here. Nevertheless, I always send a message before they get online. Why? I want them to see I’m prepared and ready to welcome them in.

If they have time at the end of the day, use it. I get that remote onboarding can be harder, but at least get something on their calendar and make sure they feel welcomed. This is when I like to ask my first question about previous managers. It’s a shortcut to understanding how they work, what they value, and what they’ll need from me to do their best work.

Introduce Them to People

You already know who they need to meet but introductions without purpose are spam in real life. Don’t just send them calendar invites and hope for the best. Every connection should have a reason, a context, and an outcome. Do your homework.

Week one should be about culture and influence:

• Who actually moves things forward here (not just the org chart).
• Who they can call when the process breaks.
• Who will give them the truth without sugar-coating it.
  

Line up regular meetings before they start, and tell them why they are happening. It helps them with the context. Introduce them for the rest of the folks. Take your time. It might look repetitive but this is team gelling time. 

If you’re remote, you can’t rely on hallway conversations. So, you need them to do things closer to that. 

• Ask them to have short intro videos from your predefined list.
• Book shadow sessions for your standups, roadmap reviews, incident calls.
• Rotate meeting times if you’ve got multiple time zones so they’re not stuck in someone else’s 7 a.m.
  

The goal: by the end of week one, they should know who matters, who decides, and who they can trust. Those people should already know why this leader is here. And last thing, ask your new leader to write a paragraph about themselves and introduce them in org wide channel. 

Mentorship

Forget the fantasy that you can assign a mentor and call it done for a new leader. If you’re bringing in a new engineering manager, you are the mentor at least for the first stretch. They need your context, your judgment, your shortcuts, your tenets.

I block three one-hour sessions a week for the first month. Non-negotiable. We use that time to walk through:

• Problems: What’s broken, what’s brewing, what’s already on fire.
• Projects: What’s in flight, what’s coming next, and how to decide where to lean in.
• People: Who’s thriving, who’s struggling, and where the landmines are.
  

This is about them getting a feel for how I think and what I value. They get to see patterns, trade-offs, and the real priorities behind the work.

If you’re remote, you need to make these sessions video on and distraction free. No Slack multitasking. This is a great opportunity for them to ask any questions as well. So, it’s necessary. Remember, this is a month-long operating system transfer. It’s only just beginning, but you need to get it right from the start.

Align Strategy and Set Expectations

By the second month, it’s time to get past orientation and start aligning on strategy. You should already have some early outcomes on paper from month one or prior to their start. Remember, you need to do your homework. Now’s the moment to make sure you’re both fully comfortable with them.

You can neither nor should you expect them to agree on everything. You should pressure-test the plan together. Are the priorities still right now that they have seen the inside? Do the success metrics still make sense? What has changed based on what they have learned from the team? The goal is to leave this phase knowing exactly what is expected, what is flexible, and what is non-negotiable on both sides. Clarity here avoids the slow bleed of missed assumptions later.

Co‑create Clear Goals

By the end of the first month, schedule a planning session and define what success looks like for the first 90 days and beyond. Set immediate and long-term objectives, along with the KPIs they will be measured against. Push hard against vagueness. Nothing kills someone’s momentum faster than bullshit goals like “improve processes” or “increase collaboration.” Those sound nice, but no one knows when they’re done, and they leave too much room for excuses. 

Hence, set their goals properly. Nail down specifics: “ship a refactored alerting module by week 8” or “establish weekly oncall review meetings.” Include a few early wins. It should be small, concrete projects that build credibility and show measurable progress. Recognize those wins. It matters!

Invest in leadership training

Even if your new manager has been leading teams before, every company plays by its own rules. Expectations shift, priorities differ, and the way you represent the business or connect with upper management might be nothing like what they’re used to. Your job is to teach them those ropes or remind them where needed. You should also let them know which traits you value.

Walk them through how leadership is viewed in your organisation, how decisions really get made, and how to navigate the layers above them. Send them a focused list of documents to read. Strategy papers, performance management, quarterly reviews, org charts, cultural guidelines. They shouldn’t be guessing. The goal is to get them fluent in your version of leadership fast.

Encourage Trust Building

By month two, you’re still showing them the ropes.  It’s time to let them try a few things you’d normally handle yourself. Start delegating. Maybe they lead part of a planning session. Perhaps, they should shadow you on hiring manager calls. By now, they have their own projects and are ramping up, so give them the chance to run a stakeholder update or help you prepare for an exec sync. These are safe but visible reps. You’re there to catch anything major, but you want them to start feeling what it’s like to operate in their new seat slowly. 

Keep your delegations deliberate and tell them why you are asking them to do as well. Pick tasks that expose them to the rhythms, politics, and nuances of their new role. They will eventually understand on their own which relationships matter, and where the landmines are. That way, when it’s fully theirs, it won’t be their first lap around the track.

Support Execution and Adaptation

By this stage, they should be operating with more independence. Well, it doesn’t mean you disappear. Your role should slowly shift from heavy guidance to targeted support. Watch how they handle the work you’ve delegated, the projects they own, and the relationships they’ve been building. Are they delivering on the goals you agreed on? Are they adapting to unexpected challenges without losing sight of priorities?

Not every leader walks in at the same level. You already know that from their interview performance. Some arrive senior, already fluent in the rhythms and politics of leadership. Others are newer to the seat and will need more coaching, more safety nets, and more reps before they can run solo. You have to know which one you’ve got because sometimes interview performance doesn’t translate fully as it’s a new environment. Too much oversight on a seasoned leader and you’ll suffocate them. Too little on a junior one and you’ll set them up to fail. Adjust the distance accordingly.

Keep the feedback loop tight. Instead of step-by-step direction, give them space to run, then review outcomes together. If something’s off, fix it now before bad habits settle in. If something’s working, make sure they know and double down on it. And keep recognizing their good work.

Give Them Autonomy

It’s tempting to micromanage a new manager, especially if you grew up as a high-performing person. Fight that urge. Your role is to set direction, provide context, and remove roadblocks not to dictate how they run every stand-up. You need them to run independently. And you can’t keep that going forever. Let it go. 

Instead, coach them by asking questions: “What options are you considering?” “How will you communicate this to the team?” “What’s your fallback if this slips?” That way, they start thinking and acting like a leader, not just executing your playbook.

Establish Feedback Loops

Make one-on-ones count. Ask what’s blocking them, where they need clarity, and how they’re settling in. Don’t just rely on what they tell you. Many people are hesitant. They don’t want to tell troubles for whatever reason. Use your skip-levels to talk directly about their team. This isn’t about catching them out; it’s about hearing unfiltered feedback before small cracks turn into structural issues. You want their team to both like and respect them. The sooner you pick up signals, the easier it is to fix the course.

Keep informal check-ins with other people in the org to understand how the new manager is landing. Combine that with real-time coaching when you see missteps and public recognition when they get it right. Sometimes, you might have to override them but do it right. Not in public, always in private.

Monitor Progress and Adjust

By the 60- and 90-day marks, you should know if the goals you set together are tracking and if they’re fitting into the culture. Are they building trust? Are early wins actually showing up? If not, don’t let it drift. You have to course-correct now. An engineering leader is your anchor hire. You can’t let this slip. Sometimes that means more context, different priorities, or extra resources. Onboarding doesn’t end at 90 days. Keep mentoring, keep checking in, and keep adjusting until they’ve clearly shifted from ramping up to running the show.

Maintain Long‑Term Support

Past 90 days, it’s not like the job’s done. It can take 6–12 months for someone to fully land and really start steering the ship. Anything before that still needs your attention. As much as you might want to fire and forget, they’re not there yet. Keep showing up with context, feedback, and air cover until they’re truly operating on their own. Management is a lonely place, don’t let them be too lonely. 

Keep Connections

Remote work killed the hallway chat. You can’t rely on random run-ins to build relationships anymore. Create those moments on purpose. Cross-team sessions, peer circles, hackweeks, whatever fits your culture. Push them to show up and, when ready, to lead. This isn’t fluff. It keeps them plugged into the bigger picture and stops siloed thinking before it starts.

Get them to travel to other office locations if you are in different countries or continents. Likewise, go see them in their country. These in-person connections matter a lot.

Develop Them Into Mentors

A new manager isn’t truly landed until they’re lifting others. The transition from learner to teacher is the final proof their onboarding stuck. Nevertheless,  you can’t just tell them to mentor. You need to set it up. Start in month three by asking them to shadow you in your own mentoring or onboarding sessions. Let them co-facilitate a discussion, share a war story, or lead a small part of a workshop.

In my experience, teaching forces anyone to structure their thinking, make their decision-making visible, and articulate the “why” behind their calls. It deepens their mastery and makes your leadership team stronger.

A few More Thoughts

Onboarding a new engineering manager is beyond all the drills that I just talked about. You’re handing over part of your team’s future. You’re putting someone in front of people you care about and saying, “Trust this person.” That’s not small. You really want it to work for everyone. So, you should better invest your time on it.

If you’ve ever been in a bad transition, you know the damage it can do. The confusion. The gossip. The quiet “Why are we even doing this?” conversations in DMs. A bad start can set a tone that’s almost impossible to shake later. And the opposite is just as true. A strong start can turn a stranger into the kind of leader people would follow through fire.

That’s why I don’t think of onboarding as an event. It’s a series of deliberate, human moments. The first time you introduce them to someone they’ll lean on. The first time they feel safe enough to ask, “I don’t get this, can you walk me through it?” The first time their team sees them own a win.

If I do my job, they won’t just survive the first months. They’ll start carrying the weight. They’ll start shaping the culture. And one day, I’ll realize I’m learning from them as much as they’re learning from me.