What was the problem?

Engineers on another team were struggling with a toxic tech lead whose negative behavior was affecting their morale, confidence, and ability to do good work, but there was no one stepping in to provide support or counterbalance.

What did I do?

I took ownership of creating psychological safety for those engineers by being a consistent, supportive presence outside their direct reporting line, providing a space where they could process challenges and feel valued despite difficult dynamics with their tech lead.

How did I do it?

  1. I made myself available for regular check-ins with engineers on the team, listening to their concerns without judgment.
  2. I validated their experiences and helped them separate the tech lead’s behavior from their own capability and worth as engineers.
  3. I advocated quietly for them in leadership conversations, ensuring their work was recognized and their struggles were understood at a higher level.
  4. I offered practical guidance on how to navigate difficult interactions and protect their own wellbeing.

What did I achieve?

I provided a lifeline for engineers in a toxic environment, helping them maintain confidence and continue growing despite challenging circumstances. The support created enough stability for them to stay engaged and perform while leadership worked on addressing the underlying issue with the tech lead.