In an earlier article, I discussed the best practices for managers stepping into a new team, with an implicit assumption that the manager possesses expertise in the team’s professional domain. However, it’s quite common for new managers to find themselves overseeing a technical domain where they lack expertise. This happens, for instance, when engineering managers oversee data science teams, backend experts are tasked with managing frontend or QA engineers, or data scientists find themselves leading data engineering teams.

It’s a common thing, and it happens naturally as technical leaders move up in their careers. For me, I began as a backend engineer and ended up managing teams in all sorts of areas I didn’t know much about at first, like frontend engineering, dev/ops, QA, data science, product management, IT, customer support, and even a team of professional musicians.

Many managers worry about handling domains where they lack hands-on expertise. It’s a valid concern as they fear not being able to grasp the current situation, assist their team in problem-solving, or make informed decisions within that domain.

Here are some helpful tips I’ve picked up over the years when I had to manage new domains.

Gain a Basic Understanding of the Domain

Before diving into the role, gather basic knowledge about the domain. Read up on it, have discussions with experts outside your team, and if feasible, gain some hands-on experience.

Identify someone to count on

When entering a new domain as a manager, it’s crucial to find someone who can guide you through the basics. Look for a person you can trust to provide an accurate perspective. This may not always be straightforward, especially if the domain expert is not adept at teaching or is hesitant to have you as their direct manager. Approach the situation with respect, invest time in building trust with this person. If it doesn’t work out for some reason, consider seeking guidance from another expert within the company, or in more challenging cases, explore the option of consulting with an external expert.

Encourage your reports to educate you

Whenever you enter a new domain, remain humble. Get a demonstration of your team’s actual work and ask them to explain what they do. Shadowing them during their work can give you a great insight into their life. Do not hesitate to ask questions. During this phase, there are no stupid questions.

Dive into the work plan to create your first impact

Review the team’s current tasks and work plans in detail, ensuring a thorough understanding of each task. Approach their work with respect rather than criticism. Leverage your management experience to pose key questions:

• Why is this important?
• What problem does it solve?
• What are the steps required to complete the task?
• What do you need to complete this on time?
• What is the Definition of Done for this task?

Encourage the team to break down tasks into smaller subtasks. Ensure the Definition of Done for each subtask is clear. This clarification benefits both you and the team by establishing a common understanding of their work. Leading them through this process with your questions will enhance your understanding of their work. This not only provides insight into the details but also offers an opportunity to make your first managerial impact in this domain; through this process, you may uncover unclear definitions of done or misaligned priorities, issues you can address without delving into the details of their professional practice.

Establish strong professional leadership to assist you

It’s crucial to identify a technical leader for the domain, tasked with responsibilities like setting professional standards, conducting interviews, and supporting the team’s professional growth. If there’s an existing team handling this domain, this individual would probably be the team lead. Alternatively, you can assign a tech lead within the team or depend on a cross-team professional guild.

Manage with Confidence

Similar to how a conductor isn’t necessarily the most skilled player of every instrument in the orchestra, as a manager, success doesn’t depend on being an expert in everything. Instead, it’s about skillfully leading your diverse team to achieve positive outcomes. Key tools include building trust, asking questions without hesitation, and trusting your management experience. Over time, if you’re like me, you might even enjoy the new domain and the bigger impact it brings.