How to introduce yourself to a new team

How I did it (word for word), and the results

P.S. my two leadership groups have been talking about the impact of world events on our anxiety - and our working relationships. Last week was an amazingly deep connection, and we discussed multiple coping strategies that help people. If you want in a group like that, write me back and let’s see if it’s for you.

Recently I took on a larger role at work, moving from leading 4 AI/ML Engineers to leading a multi-team department of 47. My first step was to set the foundations of this new relationship through an “All-Hands / AMA” meeting. Introducing my self felt like an important part of that first step.

I’ve been through plenty of company reorgs in the past 5 years, and I’ve noticed a pattern about leaders are “should” do it. Broadly, the pattern seems to go like:

• Provide professional background and accomplishments, including education, high-provifile companies worked for, important products/departments led, big wins, etc. In many ways, it’s a “why I deserve to be here” approach,

• Outline the leaders “core values”, such as excellence, drive, innovation, reliability, customer focus, trust, etc.

• Give a (new) vision for the future: goals for the year, major programs, big milestones, etc.

I didn’t do any of those, by design. I’m not saying these are bad things - people expect both care and competence in their leaders - but it didn’t fit for me.

What I did instead

Honestly, I spent a few hours on a slide deck that was aligned with the approach above, using corporate slides and all. The more I worked on it, the less I liked it.

Though any introduction/AMA naturally would center on “me”, that approach felt like insecure bragging. So, I tried something different.

First, I wrote out all my intersectional identities, because this the department values that - and so do I.

• I’m a 54-years old, white (european), cisgender male (he/him), straight, married, abled, neurotypical, short(ish) (5-5), post-religious but spiritual(ish), somewhat-educated, middle-income, father, grandfather, brother, son, and friend.

• I tell you this because

  • (a) I am aware of these identities,

  • (b) I am aware that each carry meanings about me from the dominant culture,

  • (c) each subtly influence my worldview - often without my awareness,

  • (d) we all have a multitude of identities - none of us are “just one thing.”

• I am interested in getting to know each of you as people - not as titles, “IC”s, “headcount”, components, skillsets or “resources”.

Second, I wrote the most honest “why am I here” I could.

The previous boss left, and they needed someone to fill the role. I was the “best” person because I was the easiest person to put in the job, I was willing to do it, and I had led groups this size before. There hadn’t been a lot of thought about it, but it was a pretty obvious move.

Third, I wrote about my “kryptonite”.

My kryptonite - the areas of growth I’m currently working on are:

• Minimizing rescuing behavior; and instead slowing down and asking, “Are you asking me for help? What would help look like? How will I know if you want help?”

• Realizing that chaos is a normal part of change; and remembering that people self-organize toward order. Not every situation needs my intervention - in fact, most don’t!

• Emotional self-regulation under stress; how I think/feel about a situation is transient - so I need to take time to breathe and think.

Lastly, I setup weekly, monthly, and quarterly 1:1s with everyone in the department to get to know them as people.

The result?

I got a fair amount of questions in the AMA, most of which I couldn’t answer because it was literally Day 1 and I didn’t know the teams, surface areas, 2025 roadmaps, problems, etc. So, I said, “I don’t know - please help me learn.”

I also had half a dozen people give me feedback that they appreciated my approach and were excited to work with me. That felt good.

But, I expect the other 90% are rightly adopting a wait-and-see attitude. After all, the proof is in the pudding. I could have simply been virtue signaling, and I might be just singing from the corporate hymnal. I’m not worried because I didn’t do that, and I believe they’ll come to trust me.

As you know, there’s no point in demanding trust - it must be given. So, I will hunker down and try my best to do a good job, connect with people, understand their work, and listen carefully. Oh, that last one should come first: above all, listen carefully. :)

Now it’s your turn

You don’t have to do things the way others do, or the way the company culture expects. Taking a different (sometimes opposite) approach might fit you better.

Ultimately, leading involves becoming comfortable enough with who you are to be congruent with those around you. That personal connection is what matters the most, above any educational degress, technical skills, or business successes you’ve had.

You’re already enough, I promise. :)

Warmly,

-m