你的前 90 天是关于在改变任何事情之前建立背景和信任。新的主管往往急于修复他们看到的问题；更好的做法是先理解系统、团队和历史。在开始领导之前，先赢得领导的权利。
简单计划
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DAYS 1-30 LISTEN & LEARN
- Read the code, the docs, the incident history
- 1:1 with every engineer: what's working, what's painful?
- Understand who depends on you and who you depend on
- Resist the urge to announce big changes
DAYS 31-60 CONTRIBUTE & DIAGNOSE
- Ship something small to learn the workflow first-hand
- Identify the top 2-3 real problems (not pet peeves)
- Start improving process lightly (e.g. clearer code review)
DAYS 61-90 STEER
- Set or clarify technical direction
- Make a visible improvement the team feels
- Establish how decisions get made
一个具体的例子
你继承了一个 CI 缓慢且不稳定的团队。与其在第一周重写pipeline，不如花一个月的时间理解为什么它不稳定，然后提出一个团队能接受的修复方案，这样它就能持久保持。