Building Community at the Workplace

My the year is flying by. I haven’t written in a while - not for a lack of thoughts, but because time, life, probably could be time managing better but oh . We’re back though - so let’s talk work community. During this year’s Black in Data Week, there was a question during my session about how to get to know people organically and ask questions without fear when you start a new job. After sharing what has worked for me, the lady with the question came back to me with positive feedback that all the ideas were helpful. I didn’t think anything of it until Wellington, one of my friendlies from the app whose mama named it Twitter, twote this and had me thinking:

Nothing like having a manager who needs to be convinced your growth matters. It changes your days in small paper cut ways that add up. Get you a community that will vouch for you enough that their voices weigh just as much if not more than any manager you have. https://t.co/Hfh1N3ZwLn

— Sia, Mackie fan club prez (@siawayforward) July 31, 2024

He’s so right. No one is going to care about your career more than you do. However, one of the people who can make the effort to drive your development is your manager. Wellington and I had an additional exchange in which he echoed how important community is. This brought me back to June and that lady’s question during BID week - so I thought to share, in a less ephemeral format, what building a community at work looks like.

About Chasing Management

Before I share some tips, one sword I always fall on is - chase great management. If you can afford to extend a job search because you think you could get a better manager than the one who is offering you a job, do it. Managers are like a great orchestra during a fancy event. You don’t think about the background music when it’s playing and you’re eating your food (this is what I imagine from all those movies ). But you will KNOW if it’s bad because something will sound off and irk your ears. When you are flying high and your manager is unblocking things, providing you chances to contribute, and running a smooth operation, you hardly think of them when you wake up in the morning - you just do your job. But if they’re not good at what they do, you could wake up in the morning thinking “ugh - I gotta go work with/for this person?”. It changes the temperature in the room. So if you can afford an extra two weeks on a job search to ask questions and get the best available manager on the market, consider investing in your mentals for the long term

I’m sure you’re like yeah great, Sia - how do I do that? Well not to toot toot, but here are some questions I like asking to learn a bit more about my potential new culture. Additionally, listen to one of my favorite humans and leaders, Taylor Poindexter, in this episode of the Code Newbie podcast talking about creating psychological safety at work (shout out to Saron and the team!). Taylor has been one of my champions at work and such a great manager for her team - I’m always a little envious I’m not on it but I digress. Keep winning, my girl!

Additionally, I’ll start here a list of the best leaders I know - either from personal experience working with and/or for them, interviewing to work on their teams, or from second hand knowledge of someone (I trust) else’s 1st hand experience. As of this writing, they will be listed with a workplace they’re currently in and only if they publicly share it on the internet.

• Taylor Poindexter, Engineering Manager II @ Spotify (Web, Full Stack Engineering)
• Angie Jones, Global VP of Developer Relations @ TBD/Block
• Kamana Sharma (Full Stack, Web, and Data Engineering)
• Nivia Henry, Director of Engineering
• Bryan Bischof (Data/ML/AI)
• Jasmine Vasandani (Data Science, Data Products)
• Dee Wolter (Accounting, Tax)
• Divya Narayanan (Engineering, ML)
• Dr. Russell Pierce (Data/ML/Computer Vision)
• Marlena Alhayani (Engineering)
• Andrew Cheong (Backend Engineering) - I’m still trying to convince him he’ll be the best leader ever, still an IC

This is off the top of my head at 1:12am while watching a badminton match between Spain and US women round of 16, so I may have forgotten someone, my bad - will keep revisiting and updating as I remember and learn about more humans I aspire to work with.

Now the kinda maybe not so good news - you cannot control your manager circumstances all the time. Reorgs, layoffs, people advancing and leaving companies happen. And if you’ve had the privilege of working with great managers, they will leave because they are top of the line so everyone wants to work with them. That’s where community matters. You can’t put all your career development eggs in one managerial basket. Noooooow let’s talk about how you can do that!! (I know, loooong tangent, but we’re getting there).

Building Community at Work (Finally )

Let’s start with the (should be but not always) obvious here - you are building genuine relationships. They therefore can’t be transactional. This is about creating a sustainable community that carries the load together, and not giving you tips on how to be the tick that takes from everyone without giving back. With that,…

Find onboarding buddies

There are people you started working on the same day with. They will likely have the most in common with you from a workplace perspective. If you happen to run into one of these folks, check in about what’s working and share tips that may have worked for you. When I first started working at my current job, I e-met Andy - a senior backend engineer. We chatted randomly in Slack the first few weeks while working on onboarding projects and found out that we would be working in sister orgs. Whenever I had questions, I’d ask him what he’s learning and every so often we’d “run into each other” in our team work slacks. Sometimes Andy would even help review PRs for me because I had to write Java, and ya girl does not live there. How sweet is that? Medium story short, that’s my work friend he a real good eng … you know the rest!

Ask all the questions!!

Remember that lady I told you about in the beginning? She had said (paraphrasing) Sia - I just got hired, how do I not look dumb asking questions and they just hired me? My response was they hired you for your skill on the market, not your knowledge of the company. You are expected to have a learning curve so take advantage of that to meet people by asking questions. If you have a Slack channel, activate those hidden helpers - they exist. You may know a lot about the coolest framework, but what about the review and releases process? What about how request for changes are handled? Maybe you see some code that seems off to you - it could be that it’s an intentional patch. The only way to know these idiosyncracies is to ask. I promise you someone else is also wondering, and by asking, you are

• Making it less scary for others to ask
• Increasing the knowledge sharing culture at your org/team/company
• Learning faster than you would if you tried to be your own hero (there’s a place and time, don’t overdo it when you’re new and waste time recreating a wheel)

One of the best pieces of feedback I ever received at a workplace was that my curiosity and pace of learning is so fast. And to keep asking the questions. I’m summarizing here but that note was detailed and written so beautifully, it made me cry . It came from one of my favorite people who I have a 1:1 with in a few hours and who started out as … my first interviewer!

Who interviewed you?

Remember Andrew from my list of favorite leaders above? That’s who wrote that tearjerking note (one of many by the way). He was the person who gave my first technical screen when I was applying for my current job. After I got hired, I reached out and thanked him and hoped we would cross paths. And from above, you know now that he is also one of the best Slack helpers ever. Whenever I ask a question and see “Andrew is typing…”, I grab some tea and a snack because I’m about to learn something soooo well, the experience needs to be savoured.

That first note to say, hey thank you for a great interview experience I made it has led to one of the best work sibling I’ve ever had. I also did the same with the recruiter and the engineering manager who did my behavioral interview. I should note - at my job, you don’t necessarily get interviewed with the teammates you’ll potentially work with. None of these folks have been my actual teammates, but we check in from time to time, and look out for each other. The manager was a machine learning engineering manager, Andrew is a backend person, I’m a data engineer - none of that matters. Community is multi-dimensional

I got all my sister teams and me

When you’re learning and onboarding, you get to meet your teammates and learn about your domain. It is likely your team is not working in a vacuum. Your customers are either other teams, or customers - which means you have to verify things with other teams to serve external customers. That’s a great way to form relationships. You are going to be seeing these folks a lot when you work together, you may as well set up a 1:1 for 20 minutes to meet and greet. It may not go anywhere in the beginning, but as you work on different projects, your conversations add up, you learn about each other’s ways of working and values (subconciously sometimes), and trade stories. It all adds up - that’s community

Be nosy, Rosie

Ok this last one is for the brave. As a hermit, I’m braver in writing vs in person so I use that to my advantage. This is an extension of asking all the questions beyond onboarding questions. You ever run into a document or see a presentation shared in a meeting, and you want to know more? You could reach out to the presenters and ask follow up questions, check in with your teammates about how said thing impacts/touches your team, or just learn something new that increases your t-shaped (breadth of) knowledge. Over time, this practice has a two-fold benefit.

• You get more context beyond your team which makes you more valuable in the long run because you end up living at the intersection of things and understand how everyone is connected. For me, whenever I’m in a meeting and someone says “our team is working on changing system X to start doing Y”, I’m able to see how that change affects multiple systems and teams, if there are folks who are not aware of the change who should know about it to plan ahead, and also how it changes planning for your team. This leads us back to our community thing because…
• You inadvertently build community by becoming someone your teammates and other teams (even leaders!) trust to translate information between squads or assist in unblocking inter-team or inter-org efforts. This is how I’ve been able to keep people in mind when thinking of projects and in turn they do the same. It also helped me get promoted as far as I’m concerned (earlier this year). You see, reader, I switched managers and teams a few months before performance review season. And the people in the room deciding on promotions were never my managers. They were all folks from other teams that I’d worked on projects with and because of the curiosity of understanding our intersections and being able to contribute to connected work, they knew enough about me to put their names on paper and say get that girl a bonus, promo, and title upgrade. I appreciate them dearly

So what did we learn?

All these things boil down to

• Finding your tribe from common contexts
• Leading with gratitude and having a teamwork mindset
• Staying curious a.k.a always be learning

Play the long game and don’t be transactional in your interactions. Works every time.

So as we now watch the 1500M men’s qualifiers of track and field at 3:13am, I hope you keep driving the car on your career and finding your tribe wherever it is you land. And congratulations to all your favorite Olympians!!