Ask HN: How to handle pushback on a team switch?
13 comments
·February 5, 2025alexchamberlain
I would lean the the skip level managers on both sides of the move. Leaders should be looking out for the overall wellbeing of the IC and the company, not just their individual team. Hopefully, the skip levels are more mature about the whole process.
lostdog
Emphasize the other reasons for the team switch, and don't talk about the promo likelihood difference. Talk about how you've always wanted to try working on that field, and how this opportunity just came up and you've got to try it. Thank the VP for all their work on getting you a path to promo.
For switching, tell the VP you'll ask the new team what's possible. Go to your new VP and tell them that old VP wants this, but make it implicitly clear that you don't want this. Go back to your old VP and tell them that you don't think the long transfer period is going to work with the new team (but you tried!), but that you will still be around to help the team answer any questions.
Once you switch, deprioritize the old team. Deprioritize them slowly enough that you keep a good relationship with old VP, but let it be pretty clear that you're not gonna be doing any coding and only the bare minimum of consulting.
You should only debate promo likelihood while you're still on the team. Once you've decided to leave, drop it from discussion.
rednafi
Highlighting what the IC wants instead of the promo thingy is a great piece of advice.
tacostakohashi
If people mention dubious and vague things about future promotions, raises, etc... I just tell them politely but clearly that I can only make decisions on the basis of information that is presently available and verifiable. If they're serious, they'll be able to substantiate with something written, corroborated by more senior folks, etc.
You'll almost certainly find that its just puffery, but if you give them a chance to substantiate and they don't, then they don't get to feel untrusted/betrayed later.
bloomingkales
It's entirely possible the VP exerted energy for the IC. It's entirely possible they feel feelings. It's entirely possible IC feels its a burden to deal with the situation, would prefer it not be that serious (because it is, someone believed in you), and would like to move on.
You can have a small one-on-one conversation and air it out. Explain that you are honored to be considered, and perhaps that discussion can lead to a better end here, versus a bitter one.
We cannot constantly run from the fact that we deal with human beings with emotions in this life, as clinical as we want to be.
conductr
This. Have a conversation, voice gratitude and appreciation, voice your reasoning for wanting a change and ask they support you in that end. Together, devise a specific wind down plan that’s not time based.
codingdave
This conversation should never have to happen -- If you sincerely want to move within an organization, you should already have documented your current role sufficiently for someone new to take it over, and ideally mentored a replacement for yourself. Then you are prepared for any move available to you.
As a general rule, once you get beyond the initial junior -> mid -> senior level early career hops.... promotions are not given because you did your job well. They are given when you lift up your peers or direct reports to be able to to do your job well.
rednafi
I agree in general. However, let's say an internal transfer isn't guaranteed and interviews are involved. In that scenario, when the IC gets the green signal from the other team, how does training another person come into play? I understand the documentation and handover part, which can be done in a few weeks. But finding a replacement and training them take longer.
protocolture
In my experience if you think its time to move, commit to it 100% or not at all.
Offers to stay tend to be full of bullshit.
I have fielded 3 offers to stay instead of moving on, and the only one I regretted was the offer I accepted.
2 of these times, I was basically being offered a "Promotion" but in in both cases it was seat warming duty while the owner ran for the exit.
In 1 of these cases I ended up as a consultant at the acquiring firm, for nearly twice the money, having to coax the seat warmers who took the position I was offered through the process of integrating the acquisition.
Those arent internal moves but the last example isnt far off.
Also: I found that if you are concerned about damaging the relationship, the relationship isnt that strong / worth holding on to.
scarface_74
Interview for another company. When you interview you get to control the narrative and don’t have to worry about the promo doc. You’ll probably end up making less after your promotion than someone coming in at the same level.
curious_curios
The VP is looking out in their best interests, the IC should do the same and move to the new team on the original schedule. Any promise not in writing will disappear most of the time, even then it can be walked back.
null
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Here's an _imaginary_ but common scenario in the corp tech hemisphere:
VP: Gives the IC a dubious signal about a promo in the next cycle, mentioning tenure, budget constraints, or something incredibly vague.
IC: Lets go of the promo and seeks to switch teams at the same level in search of more interesting work and possibly to avoid a similar situation in the next cycle.
VP: Feels betrayed, claiming they were working hard on the promo case and that it might have happened in the next cycle.
IC: Gets accepted into a different team and wants to transition to the new role as smoothly as possible without burning bridges.
VP: Demands a three-month grace period.
IC: It wouldn't be fair to the new team and would probably result in losing the opportunity.
How should the IC navigate a situation like this?