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Salary discussions are some of the most critical discussions to happen between managers and employees – but often the constraints are already set in company wide budget meetings.
Managers who know how to advocate for their team members are better set up to navigate these budget conversations. A solid budget can make or break how satisfied your new hires and existing team members are with their compensation. To make matters even more complicated, salary is an individual experience that should be tackled on a case-by-case basis.
Should you match a counter offer? Should team members with similar roles earn the same? Making mistakes when it comes to salary can be really painful and can cost you high performing team members in the long run.
In this event, we’ll deep dive into these challenges to set you up to win in salary conversations with your tech team.
Join the conversation with fellow tech leaders to delve into:
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Lena Reinhard didn’t come up through engineering. She started in finance, nearly became a full-time artist, and landed her first tech job writing website copy: a two-week contract that turned into 15 years leading distributed teams at CircleCI and Travis CI.
That outsider perspective shaped her leadership philosophy: most engineering problems aren’t technical, they’re social.
In this AMA, Lena gets into the realities of leading through rapid growth, from scaling a team of 4 to 60 during an Ebola outbreak response to learning the hard way that protecting people from difficult feedback can backfire. Expect practical lessons on communication, alignment, incentives, and the people side of engineering leadership.
– Lena Reinhard, Engineering Leader
🔑 Being a great boss isn’t the same as knowing why you’re a great boss: A year after Lena left a team she’d scaled from 4 to 60 people, a former colleague gave her feedback that completely reframed her leadership. Sometimes the lessons land long after the role ends.
🔑 You can’t shield your team from everything: Lena tried to protect her team from organisational politics and difficult truths. She learned that leaders can’t absorb every problem for their teams and trying to can leave everyone less prepared when those problems eventually surface.
🔑 Senior leadership is about choosing what not to do: One of Lena’s biggest shifts was letting go of the identity of being the person who gets things done. At a senior level, leadership is less about doing more and more about deciding what deserves your team’s time.
View our hub for practical lessons, honest conversations, and actionable resources to help you lead stronger engineering teams, navigate AI, and grow as a tech leader.
Lena Reinhard is a VP Engineering, leadership coach, facilitator, and artist. In her 20-year career, she’s served in tech leadership roles, such as VP Engineering with CircleCI, Travis CI, and a SaaS startup co-founder & CEO.
Now, she helps leaders and teams succeed in co-located and remote teams in organizations from startups and scale-ups, to corporations. Lena is queer and neurodivergent.
She loves to read, sing, and wander around the forests and lakes of her home in Berlin, Germany. In her artistic work, she primarily paints and works with fibers; her pieces currently focus on the themes of loss and letting go.
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