This is Part 2 of my 4-part series: Navigating The Stages of Growth. [View the Full Series Roadmap]

You recognize that your team or professional relationship is storming. What do you do now? How do you successfully navigate those choppy waters and steer the ship toward norming? Below, I’m sharing the exact tools and techniques I used throughout my career to help move my teams up the performance curve.

1. Recognizing That You Are Storming

For me, this is probably the most challenging part of leadership. It closely parallels something I struggle with on my personal mental health journey when dealing with anxiety: in order to apply the tools and techniques that help me move out of a negative spiral, I first have to build the self-awareness to recognize that’s what is actually going on.

For example, several years back, I was working with another Engineering Manager (EM). We had established a solid rhythm, but then a typical top-down reorg severely changed and diminished the scope of our partnership. In one of our subsequent 1:1s, I found myself getting incredibly frustrated with them. My immediate instinct was defensive; I thought they were out to sabotage my new responsibilities after the reorg.

But then I took a step back and remembered a fundamental truth of Tuckman’s model: a relationship can slide back to storming instantly whenever there is a shift in scope. Once I recognized that the friction wasn’t personal—it was just the natural progression of the model sliding backward—I was unleashed to use the proper leadership tools to get us back to norming.

In other words, we are usually frustrated as leaders before we actually realize our team is storming. Awareness is always step zero.

2. Assuming Good Intent

This tool is tightly related to the self-awareness piece. I usually find that when I am storming with a peer or a report, I have already judged their actions in a not-so-positive light. My innate, unfiltered thoughts tend to sound like:

• “They don’t know what they’re talking about.”
• “I can’t believe I have to work with so-and-so again.”
• “They want my job.”
• “They’re trying to recruit my reports to their team.”

When these defensive thoughts start creeping in, I use them as a loud signal to, as Cher famously said in Moonstruck, “Snap out of it!”

When I was working as a tech lead at Sephora, the VP of Product shared a piece of advice in our initial “get-to-know-each-other” 1:1 that stayed with me: “Always assume good intent.” At a 50,000-foot view, we are all on the same team, moving in the exact same direction. When the company is successful, we are all successful.

Even when you are dealing with a difficult teammate, assuming good intent lowers your emotional baseline, allowing you to react with curiosity instead of combativeness. It works.

3. Awareness of Tuckman’s Model

If you talk to any of my former reports or peer managers at Google, they will tell you that I talked ad nauseum about Tuckman’s model.

Anytime I started working with a new team, took on a new report, or aligned with a new stakeholder, I would spend two minutes walking them through the model. Why? Because establishing a shared vocabulary gives the team a neutral, objective framework to talk about conflict. It takes the personal sting out of friction. If a team meeting gets heated, saying “Hey, we are definitely storming right now” is a much safer, healthier conversation than pointing fingers.

I would always draw parallels between Tuckman’s model and the Learning Curve model. Just like an individual mastering a new skill, a team goes through a natural dip in performance and confidence as they transition from initial theory to real-world execution. The Storming phase is simply that vital valley of the curve where the initial illusion of easy alignment breaks down—it is a mandatory condition of building true, long-term collective capability.

4. Talk About Talking

In my experience, there are three broad categories of communication challenges that a team must resolve to move out of the storm:

A. Lack of Explicit Expectations

One of the things I absolutely loved when new engineers joined my teams at Google was the fresh perspective they brought. I asked every new hire to actively call out things that didn’t make sense or question why we did things a certain way.

Processes evolve based on history, and a fresh eye can shine a light on deep-seated assumptions that may no longer be valid. When coupled with psychological safety, encouraging new team members to challenge the status quo is a fantastic way to optimize team throughput and make them feel valued on day one.

Well-Being Reminder

Some new folks may not feel psychologically safe right away. As their lead, you must actively demonstrate that safety yourself and encourage the rest of the team to model supportive behaviors.

We communicate so much more than just our literal words—tone and body language are our primary human guideposts. When you type, you strip these away. When tech teams rely too heavily on typing for sensitive topics, they are essentially trying to compile complex human emotions with a text-based syntax. They end up “misinterpreting the compiler.”

Two major bugs occur when we type sensitive feedback:

1. High Miscommunication Risk: It is incredibly easy to misread tone. (Sidebar: Sarcasm is almost impossible to compile correctly over text. I highly encourage my snarky peers to minimize its use when typing—a lesson I personally learned the hard way at least 1,897 times).
2. The Festering Void: Because typing is asynchronous, a delayed response to a misread message allows negative emotions and resentment to fester in the quiet space between messages, making the storm significantly harder to debug.

If a discussion has any emotional weight, stop typing. Pick up the phone, hop on a video conference, or grab a coffee. Sensitive discussions must happen live.

5. Time for Feedback?

The final tool in my storm-debugging toolbox is continuous feedback.

In 1:1s, engineers frequently share complaints or frustrations about their teammates with me. Time and time again, I would ask them: “Did you share this feedback directly with them?”

All too frequently, the answer was a quiet, “No.”

Peer-to-peer feedback must happen continuously for a team to maintain health. It is the ultimate alignment tool. Typically, once reports have a structured, supportive feedback discussion, they understand each other’s working styles and can adjust. That mutual understanding is exactly the fuel required to shift from Storming to Norming. (You can read more about my specific feedback model in my playbook post here).

The post Getting Out of Storming: Turning Conflict into Growth appeared first on Lee Newman's Career Playbook.

When I was getting my MBA, it seemed every class presented at least one theoretical model. The one that has stood out most to me throughout my career is Tuckman’s Model of Team Performance. I have seen this model play out hundreds of times, and I believe that understanding it gives you a rare glimpse into a team’s natural progression. It’s similar to a learning curve. It should be expected rather than feared.  Or worse yet, a total lack of awareness of the model causes friction on the team, resentment and worse case – attrition.

I’ve designed this 4-part series to take you from the initial “honeymoon phase” of a new project (forming), all the way to a high-performing, self-organizing team. Whether you are a new manager or an Individual Contributor (IC), these posts will help you navigate team friction with a growth mindset.

Series Index: Navigating the Stages of Growth

1. [Intro to Tuckman’s Model: The 5 Stages of a High-Performing Team]
   • STATUS: LIVE
   • An overview of the entire model—Forming, Storming, Norming, Performing, and Adjourning. Sprinkled throughout are Well-Being Reminders as certain stages of this cycle can be very challenging for some folks.
2. [Getting Out of Storming: Turning Conflict into Growth]
   • STATUS: LIVE
   • Storming isn’t a bug in your leadership; it’s a condition of growth. We’ll explore, assuming good intent, and use the model to lower your heart rate when things get heated.
3. [So Now You’re Performing… Maintaining the Zone]
   • STATUS: Coming Soon
   • High performance isn’t a steady state. Whether it’s a new team member, a new project, or a pivot in your tech stack, I’ll show you how to maintain effectiveness when you encounter changes.
4. [The Human Element: How to Talk to Your Team]
   • STATUS: Coming Soon
   • At the end of the day, we are people first. This final post focuses on the actual conversations. How you can have transparent, supportive dialogues with your team members.

Which stage does your team feel like they’re in right now? Let’s chat and start debugging your team’s performance together.

The post The xGoogle EM’s Guide: A 4-Step Roadmap to Building A High Performing Team appeared first on Lee Newman's Career Playbook.

This is Part 1 of my 4-part series: Navigating The Stages of Growth. [View the Full Series Roadmap]

When I was getting my MBA, it seemed that nearly every class presented at least one theoretical model. The one that has really stood out to me throughout my career—from my time in consulting to leading three teams at Google—is Tuckman’s Model of Team Performance. I have seen this model play out hundreds of times. As a tech lead in the consulting industry for many years, I frequently had to quickly pull teams together.  I feel like I have a rare glimpse into managing team dynamics especially after coupling my consulting experience with the three teams I led at Google and beyond. Team building is my superpower.

I believe that understanding this model gives you a rare glimpse into the “messy, beautiful” reality of team building. It’s a natural progression, similar to a learning curve, and it should be expected rather than feared.  I’ll touch on this in a later post in the series but it’s a very powerful tool when teams are aware of this model and understand what stage they’re in.

The 5 Stages of a High-Performing Team

We’ll walk through the five stages in the model.  I have added callouts for the type of leadership that is generally required at each stage to boost the team.

1. Forming
   • The Definition: This is when the team is first coming together. It’s a group of individuals still trying to get to know each other and the work ahead. 
   • The Mood: Most folks feel an initial burst of excitement about starting something new and working with fresh faces. 
     

     

     Well-Being Reminder

     While many feel “all-in” on day one, the “uncertainty of the job market” or the “general chaos” of new beginnings can trigger anxiety for some.. If you aren’t feeling the hype immediately, it’s okay—growth is a process.

   • Leadership Required: Be mindful that some team members are naturally resistant to change and may find this phase unsettling. Your job is to provide clear direction and establish the basic structures and processes that help people build relationships while moving the ball forward.
2. Storming
   • The Definition: The “honeymoon phase” is over. Personality clashes may appear as members become more opinionated and question decisions and test the boundaries of their autonomy. Trust and psychological safety are not yet fully established in aggregate across the team.
   • The Mood: You might start to feel annoyed, offended, or even question the capabilities of your teammates.
     

     

     Well-Being Reminder

     The Storming phase can feel like a “failure,” but it’s actually a vital part of the process.
     Also, sometimes leads may feel the weight of team conflict “sitting right on your chest,” take a deep breath. It’s not a bug in your leadership; it’s a condition of growth.

   • Leadership Required: It is on you to help move the team toward Norming. You must transform conflict into constructive dialogue, creating a safe space for productive disagreement.
3. Norming
   • The Definition: The team begins to resolve differences, appreciate each person’s unique strengths, and respect the team’s authority and processes.
   • The Mood: Things are calming down. People are accepting each other and focusing collectively on a common goal.  Initial processes and workflows are starting to feel appropriate.
   • Leadership Required: This is the time to “take your foot off the gas” and let the team drive. Empower them to experiment with their workflows—this is the fertile ground that leads to high performance.
4. Performing
   • The Definition: The team becomes a highly cohesive, self-organizing unit. There is a high degree of trust, and the team can operate autonomously with little supervision.
   • The Mood: Folks are “in the zone”. You can anticipate what your teammates need and show up proactively prepared.
   • Leadership Required: Step back and become a supportive observer. Your role is to sustain momentum and support the team as needed, having ideally delegated most aspects of the day-to-day work to its members.
5. Adjourning (or Mourning)
   • The Definition: The project ends, or the team is disbanded. In the tech world, this may take the form of a re-org or a project sunset.
   • The Mood: This is deeply personal. You might feel a sense of loss or “mourning” after completing objectives and separating from the group.  Or you might feel excited that the project has finished and launched.

     

     Well-Being Reminder

     We are human beings first, and engineers second. For those resistant to change, “adjourning” can feel like losing a support system. Remember that your value is not just your “impact” on a single project, but who you are as a teammate.

   • Leadership Required: Teams need celebratory moments. Provide closure through reflection on learnings, celebration of achievements, and clear transition paths for every team member.

Model Progression

Teams/relationships tend to progress linearly from left to right on the model.  And, in my experience, it’s possible to skip some stages. Although that’s pretty rare based on what I’ve seen in practice.  It’s important to note that any change can pull the team back.  What kind of change?  Adding a new team member, changing scope, moving seating, someone going from fully in-person to remote, etc.  The list is likely endless but its important to notice if we slip back into storming.  And, if/when that does happen, you can use the tools I mention in a subsequent post to get the team out of storming.

Are you a leader who is frustrated with your new team? Or tackling a new project? Let’s chat. We’ll talk through this model in more detail and brainstorm ways that you can use it to start a discussion with your team and super charge your team effectiveness.

The post Introducing Tuckman’s Model of Team Effectiveness appeared first on Lee Newman's Career Playbook.

I created this Playbook to be a living resource for the tech community. Think of me as an empathetic partner and guide, leveraging my experience to help you navigate the complexities of a high-growth career.

The “Easy Factor” Philosophy

Whether you’re writing a resume or leading a team, my guiding principle is simple: Make it easy for people to see your value. Recruiters and executives are busy; they won’t dig for your impact. This Playbook is designed to help you hand it to them on a silver platter.

What’s Inside the Playbook?

I’ve organized these resources into curated Collections so you can find exactly what you need:

• The Interview Collection: This is your technical and behavioral “Field Guide.” It includes my foundational [9 Step Roadmap Series] designed to help you master behavioral interviews, the evolved [STAR(L) Framework], and strategies to optimize your [Resume for Maximum Impact].
• The Mental Health Collection: A safe space for discussing the internal hurdles of a tech career. I share strategies for navigating imposter syndrome, anxiety, and stress. This collection focuses on treating these not as “bugs” to be fixed, but as conditions to coexist with while still delivering high-level impact.
• The Communication Collection: Starting with my [Feedback Model], I am building a series of guides on the “human” side of tech—because technical skills land the job, but communication skills build the career.
• The Resource Collection: My vetted [Tech Career Toolkit], featuring the books and tools I recommend to my own coaching clients (and how to use them effectively).

A Holistic Approach: More Than Just Tactical Guidelines

I designed this Playbook to be more than just a series of robotic steps to follow. It is a collaborative space where we work together to build a career that is both high-impact and sustainable. My approach is rooted in “Google-caliber” strategic thinking. It is always tempered with the understanding that we are human beings first and engineers second.

• Sharing My Former Hiring Manager Perspective: To truly stand out in a competitive market, you need to understand the view from the other side of the screen. As a former hiring manager, including at Google, I don’t just coach you on how to answer questions. I help you understand what leadership is actually looking for. Sprinkled throughout this career playbook, you’ll see hiring manager insights which will give a sense how working with a former hiring manager gives you a leg up.
  

  

  Hiring Manager Perspective

  When we discuss your job search or interview prep, I bring a hiring manager’s perspective to every session.

• A Commitment to Your Well-Being: Having navigated the intense pressures of high-growth tech myself, I know that things like imposter syndrome, anxiety, and burnout aren’t “bugs” to be fixed, but rather “features” we learn to co-exist with compassionately. You will see Well-Being Reminders throughout the Playbook—these are invitations for us to pause and ensure you are taking care of yourself while you strive for excellence.
  

  

  Well-Being Reminder

  Reminder to take a minute to take care of yourselves.

• Leveraging AI Responsibly: We are navigating the AI revolution together, and I believe we’d be foolish not to leverage these tools appropriately. With my AI Polish reminders, I’ll show you how to use AI to amplify your own unique thoughts and polish your results. However, we always start with a human-in-the-loop approach—using “Reality Checks” to guard against hallucinations and ensure your work remains authentic and accurate.

  

  AI Polish

  Remember to always start with your own thoughts. Then use AI to polish the results.

  

  AI Reality Check

  AI hallucinates! Never accept the output with reviewing it first.

Let’s Build Your Path Together

I’ve written these strategies for the ambitious IC aiming for management, the new EM feeling underwater, the job hunter battling a tough market and the anxiety that often comes with it, and the veteran leader who wants to get better at their craft while managing the stress of high-stakes environments.

Explore the Playbook, use the frameworks, and when you’re ready for a personalized strategy session—whether for a high-stakes interview or a complex performance cycle— let’s chat.  

The post Welcome To My Career Playbook appeared first on Lee Newman's Career Playbook.

Often, we’re taught to prioritize logic above all else, leaving very little room for the messy, beautiful, and sometimes overwhelming reality of our emotions. I’ve lived through those moments where the weight of a project feels like it’s sitting right on your chest, and I’ve navigated the quiet, isolating fear that I might not actually belong in the room.

I created this space because I want you to know that you don’t have to carry that weight alone. My coaching is built on radical empathy and the belief that your well-being is the foundation of your success, not a distraction from it.

This page serves as a home for the resources, stories, and pathways we can explore together to help you feel grounded, confident, and truly at peace in your career.

How We Can Care for Your Mental Well-being

My approach is collaborative and kind. We don’t just look at your career trajectory; we look at how you’re feeling as you walk the path. Here are the core areas where I provide support:

1. Finding Your Voice (and Coexisting with the Critic)

Imposter syndrome thrives in the dark. We bring it into the light together, using gentle frameworks to recognize that “inner critic” for what it is—a protector that has overstayed its welcome. We’ll work on helping you own your achievements with genuine warmth and pride.

• Related Reading: Imposter Syndrome, Stress, and Anxiety… Oh My!

2. Cultivating Daily Resiliency

The pressure of tech can feel like a constant tide. I help you find your “anchor” through mindfulness and personalized self-care practices. These aren’t just “to-do” items; they are moments of stillness that help you stay centered when the world around you feels chaotic.

3. Moving Through Burnout with Compassion

If you’re feeling exhausted or “frozen,” the last thing you need is more pressure. I provide a confidential, soft place to land where you can be honest about your fatigue. Together, we’ll slowly rediscover what brings you joy and how to set boundaries that protect your energy.

4. The Human Side of Leadership

Moving into leadership is a profound emotional shift. I support you in navigating the vulnerability of being responsible for others while still caring for yourself. We focus on how to lead with a full heart, ensuring your impact is sustainable and your team feels as supported as you do.

You Don’t Have to Walk This Path Alone

Whether you are facing a specific crisis of confidence or just feel like you’ve lost your spark, I am here to listen and walk alongside you. Let’s focus on your humanity first.

Let’s Have a Heart-to-Heart chat.

The post You are More Than Your Impact: A Guide to Our Mental Health Journey Together appeared first on Lee Newman's Career Playbook.

I’ve designed this 9-part series to take you from feeling overwhelmed by a job description to feeling completely “Job Ready.” Think of this roadmap as our shared game plan. We’ll look at everything from parsing job ads to building high-impact “Super-Stories.”

The 9-Step Journey

Follow these steps in order to build your personalized interview library:

1. [Preparing Your Game Plan]: We start by setting the goal and understanding what “good” looks like.
2. [The 4-Step Strategy for Confidence]: We break down the milestones that move you from jitters to focus.
3. [Reading Between the Lines]: Learn to treat the job description as a “cheat sheet” for your interview.
4. [Your Interview Checklist]: We simplify dozens of requirements into a manageable success checklist.
5. [Finding Your Wins]: We “mine for gold” in your career history to find the moments that matter.
6. [Quality Over Quantity]: Learn the secret of the “Super-Story” to reduce your mental load.
7. [The STAR(L) Method]: We give your stories a professional structure that highlights your growth.
8. [The Super-Story in Action]: See a real-world example of how to use metrics and scope for maximum impact.
9. [The Final Walkthrough]: Practical tips for rehearsing so you find your authentic voice.

Why This Framework Works

This isn’t just theory. This is the exact framework I used during my own journey as I interviewed for an Engineering Manager role at Google. By focusing on partnership, empathy, and measurable results, we ensure that you aren’t just “answering questions”—you are demonstrating that you are the strategic hire the team needs.

AI Polish

Throughout this guide, I share my perspective at various stages of this process where I think AI, used responsibly, can add a level of polish while reducing prep time.

Google Insight

Be sure to read through Google’s Best practices, advice, and tips [link] before preparing your stories as well.

Note that while Google’s page recommends the STAR story structure, I highly recommend the STAR(L) template. Read more in this post.

Let’s get started. If you’re ready to dive in, head over to [Part 1: Preparing Your Game Plan].

If you want to accelerate this process with personalized, 1-on-1 feedback on your specific career stories, let’s chat. I specialize in helping tech professionals find their voice and land their dream offers.

The post The xGoogle EM’s Guide: A 9-Step Roadmap to Acing Your Tech Behavioral Interview appeared first on Lee Newman's Career Playbook.

I was worried about sounding like I was attacking my team or, worse, ruining a good working relationship. But as a leader, avoiding feedback is—to put it mildly—suboptimal. I realized that to help my team grow, I had to grow first.

After attending several workshops and reading everything I could find, I developed a hybrid model that combines Radical Candor, SBI (Situation, Behavior, Impact), and a concept I call Recommending with Agency.

Here is the framework that turned me from a hesitant manager into a confident coach.

The Framework: RC + SBI + R

By combining these three powerhouses, you get a five-part model that keeps the conversation objective, supportive, and solution-oriented.

1. Radical Candor (The Foundation)

• The Goal: Establishing that you are moving in the same direction while being supportive.

Before you say anything else, let the person know you are on their side. You aren’t giving feedback to tear them down; you’re doing it because you want them to succeed.

2. Situation (The Context)

• The Goal: Setting a clear stage so there’s no confusion about what you’re discussing.

Describe the exact moment the behavior happened. Keep it objective and factual.

3. Behavior (The Action)

• The Goal: Providing clear, data-driven observations.

Describe what they did. Use the word “you.” This was the hardest part for me! I used to avoid “you” because I felt it was an attack, but being direct is actually kinder.

4. Impact (The Result)

Share how that behavior impacted you, the team, or the project.

• The Goal: Helping them see the “why” behind the feedback.

5. Recommendation (With Agency)

• The Goal: Pivot into a collaborative, problem solving discussion.

Instead of leaving them guessing on what might have been a more desired behavior (from your perspective), offer a path forward. Even if they choose a different solution, you’ve opened the door to a collaborative “roll-up-your-sleeves” conversation.

The Model in Action: The “Over-Answering” Tech Lead

Imagine a Tech Lead (TL) who constantly answers every question in meetings, accidentally silencing the junior engineers they are supposed to be mentoring. Here is how I would deliver this feedback in a 1:1:

• RC: “I’m so happy to see how effectively you’re leading these three engineers to get our project across the finish line.”
• S: “During our product review with the Director last week…”
• B: “…you answered every question asked, even the ones specifically about the modules the junior developers built.”
• I: “Because you spoke first, those junior folks didn’t get the chance to show their expertise to the Director, which is vital for their career visibility.”
• R: “In the future, I suggest pausing to give the room a chance to answer. A trick I use is to press my tongue to the roof of my mouth and count to seven before speaking. What do you think about that approach?”

AI Polish

After prompting your favorite LLM, feed it your drafted feedback. Then ask it for, well…, feedback.

Another Example: The Vague Manager

In this scenario, imagine a new manager of a team had presented their first annual strategic vision for the team. You are the manager’s director and one of your indirect reports shared with you confidentially that they thought the vision lacked detail, was uninspiring and they are considering leaving the team. You decide to confidentially share this with the manager in a 1:1.

• RC: “I’ve been consistently impressed with the technical execution your team has delivered this half, and I’m fully committed to helping you transition into the more strategic aspects of your leadership role because I want to see you succeed.”
• S: “During the department-wide planning session last Tuesday, and in my subsequent skip-level conversations this week…”
• B: “… you presented the team’s three-year roadmap as a list of broad themes—like ‘Improving Efficiency’—but did not provide specific milestones nor a defined ‘North Star’ metric. When your senior engineers asked for concrete objectives, your responses remained high-level and did not define what success looks like.”
• I: “Because the vision lacks specific clarity, some of your top talent is feeling unanchored. Specifically, one of your key reports told me they no longer have confidence in the team’s direction and is now considering a transfer to another team where they feel the strategy is more defined.”
• R: “I suggest we dedicate our next two 1:1s to drafting a ‘Strategic One-Pager’ that translates those broad themes into measurable key results. I’d like to see you present a revised version to the team by next Friday. I can share a template that worked well for me in the past. What do you think about starting there?”

Mastering Feedback

Moving from hesitation to confidence in your feedback doesn’t happen overnight, but having a system makes it much easier. When you lead with agency, you aren’t just pointing out problems—you’re building leaders.

Hiring Manager Perspective

I expect Senior (and higher) Engineers to be adept at giving feedback.  Be prepared with a good STAR(L) story about giving feedback if this is you.

Have a “sticky” situation you’d like to brainstorm? Whether you want to learn how I went from “feedback-avoidant” to a “feedback machine” or you need help prepping for a tough conversation, I’m here to help. Let’s chat.

The post From Dread to Delivery: The Feedback Model This xGoogle Engineering Manager Used appeared first on Lee Newman's Career Playbook.

I’ve decided to officially update my guidance for behavioral interviews to incorporate this structure. Why? Because as a hiring manager, I am looking for more than just a list of completed tasks. I am looking for humility and a growth mindset. The “L” at the end of your story is what proves you have both.

So, what exactly is STAR(L)?

It’s a structured way to tell a story that ensures you hit every beat a recruiter is looking for:

• S – Situation: The background. Give just enough detail to set the stage without getting lost in the weeds.
• T – Task: What specifically needed to happen? What was the goal?
• A – Action: What did you do? Focus on your individual contribution.
• R – Result: The impact. This is where you bring in metrics, feedback from leadership, or awards.
• L – Learning: This is the game-changer. What could have gone better with the gift of hindsight?

The “L” in Action: A Real-World Example

Let’s look at how adding a Learning moment transforms a standard story about a high-pressure launch:

The Story: “My team was launching a new real-time feature in time for a major corporate announcement. As the lead, I saw the bug backlog growing faster than we could handle. I decided to implement a daily triage meeting with my Product Manager during the final weeks of QA to clear the path for our developers.”

The Result: “We cleared all launch-blocking bugs on time. My Director approved the feature for the announcement, and I received a performance bonus for proactively improving our process.”

The Learning (The “Punch”): “In hindsight, I realized we should have started this triage process three weeks earlier. By waiting until the final push, we spent valuable developer cycles on non-blocking defects that could have been deferred. I’ve since implemented early-stage triage as a standard for all my projects.”

Hiring Manager Perspective

You may have come across the CARL story structure. I recommend STAR(L) over CARL as the T forces you talk about how you were actually involved. It helps the interviewer understand what you did -vs- what happened on the project.

Why Hiring Managers Love This

When you share a learning, you aren’t admitting weakness—you’re demonstrating seniority. You’re showing that you don’t just finish projects; you optimize them for the future.

Are your stories missing that final punch? If you want to practice evolving your STAR stories into STAR(L) narratives that get you noticed, let’s chat. I can help you find the “Learning” in your experience that will resonate most with your future manager.

The post Why I Upgraded My Storytelling Framework: Introducing STAR(L) appeared first on Lee Newman's Career Playbook.

These are topics come up frequently in my coaching sessions. It can be in the context of interviews. The day-to-day grind of the tech industry. The uncertainty of the job market. General chaos. Constant curve balls from leads. AI. Everywhere. Anything. Everything.

My Own Journey

I’ve had anxiety my entire life. I had always thought this was just the way life was. It was my lived experience.  They didn’t have names.  It was just the way life was.

One memorial day weekend, in the late 2000’s, my anxiety paralyzed me. I couldn’t leave my apartment. It was after this moment that I deiced to find a therapist. When I joined Google as an Engineering Manager, I was surprised to find that Imposter Syndrome was discussed on Day 1. It made me realize that even at the highest levels of the tech industry, these feelings are universal. Now I had a name for this as well.

Tools

Pause. Take a breath.

This is my go to. I use when I become aware that I’m experiencing any of these. If you’re reading this post, you too have this tool. However, in my experience, while it’s an innate ability, it took a lot of training, a leap of faith, (trust in my therapist, not religous) and lots of practice (both in the past and on-going) to learn how to wield it effectively. I’m going to call this mindfulness.

Dealing with Engineering Stress and Anxiety

How do you practice? Mediation.

Mindfulness:Mediation::Lifting a Box::Going to the gym

Navigating the ‘day-to-day grind’ of tech shouldn’t feel like a solo battle. If imposter syndrome, anxiety or strees is holding you back, let’s have a low-pressure chat if you want to dig into this formula and learn more.

The post Imposter Syndrome for Engineers: Lessons from a Google EM appeared first on Lee Newman's Career Playbook.

The Concept: Personalized Impact

Over my 25-year career in tech—including 6.5 years at Google—I moved away from ‘one size fits all’ leadership style toward a framework I call Personalized Impact. I realized that team productivity and individual well-being aren’t just HR goals; they are structural requirements. I’ve seen this approach pay its highest dividends in high-scale environments, where precise alignment is the only way to sustain output and retain the talent that actually moves the needle.

To help you apply this, I’m releasing the tool I’ve developed: What Makes Me Tick?

For ICs and Managers

* For the IC: Move past “I’m unhappy” to “I need technical autonomy.” Use data to audit your role and prepare for high-signal 1:1s.
* For the Manager: Transition from a “boss” to a leader who enables Personalized Impact. Identify high-leverage motivators and debug retention risks before they turn into resignations.

The Alignment Audit

Seeing data is the first step; architecting a solution is the second. I offer a specialized session(s) called the Alignment Audit where we perform a high-resolution analysis of your results to build a “script” for your stakeholders and a roadmap for your growth.

Download the Tool | Book An Intro Call

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