How to evaluate whether a team transition is the right move

This week’s letter comes from a senior engineer with fifteen years of experience, wondering whether it’s finally time to move on. I’m sharing it, and my response, in case any of it sounds familiar.

Dear Poornima,

I’m reaching out because I recently had a two-hour conversation with my manager that left me completely drained.

My manager recently moved from being an IC into management. I’ve worked with them for a couple of years and know they’re capable, but they tend to get worked up when there’s a lot of ambiguity.

During our conversation, I tried to raise concerns about the amount of change our team is navigating and how quickly we’re being asked to move. Instead of discussing those concerns, I was told that I wasn’t performing at a senior level and needed to “figure things out.”

The conversation left me feeling like expectations are incredibly high right now: deliver quality work, deliver quickly, and somehow navigate shifting priorities at the same time.

While our projects are generally on track, small issues keep getting blown up into bigger problems. I don’t feel like I have much breathing room. Something always seems to be on fire, and I was even asked to jump in over a long weekend before I finally pushed back and set a boundary.

I’ve also spoken with cross-functional partners. Many of them have observed similar challenges: senior leadership struggling to define priorities and managers struggling to articulate next steps.

Finally, I’ve noticed that several of the strongest senior ICs in my organization have left over the last six months. Most transferred internally.

I’m starting to wonder whether it’s time for me to do the same.

Warmly,
A Senior IC with 15 Years of Experience

One of the strongest signals that it’s time to consider a move isn’t a difficult manager.

It’s when high-performing people keep leaving and the organization becomes increasingly reactive.

Managers matter.

Leadership matters.

But when talented people consistently choose to leave, it’s worth paying attention.

In this situation, the manager is clearly under pressure. They recently transitioned into management, they’re dealing with ambiguity, and they appear to be passing that pressure downstream.

Spending two hours with a direct report only to conclude that they need to “figure things out” isn’t coaching. It’s a sign that the manager may not yet have the tools to help their team navigate uncertainty.

But focusing exclusively on the manager misses the larger issue.

The bigger question is whether the environment is still creating the conditions for success.

Here are the signals I pay attention to:

• High performers are leaving.
• Every day feels increasingly reactive.
• Small issues become major escalations.
• Leadership struggles to communicate priorities.
• Expectations continue to rise while support declines.
• You spend more time managing chaos than doing meaningful work.

None of these signals automatically mean you should leave.

But they do mean it’s time to evaluate your options.

If you’re serious about making a transition, here are a few places to start.

Explore Internal Opportunities

Internal transfers are often the lowest-risk path.

You already understand the company, culture, systems, and people. Start having conversations with hiring managers and trusted contacts in other organizations.

In many companies, you don’t need to notify your current manager until you’ve received an offer. In fact, waiting until the opportunity is formalized can make the transition smoother and more professional.

Look Outside Too and Prioritize Your Personal Context

Even if you’re leaning toward an internal move, it can be valuable to understand what’s happening in the broader market.

External conversations give you perspective.

They help you understand your market value, explore different environments, and clarify what you actually want next.

One caveat: if you’re concerned about your immigration status, an internal move may be the safer option. While some companies are willing to help expedite the immigration process for strong candidates, changing employers can add another layer of complexity that’s worth considering as part of your decision.

Good career decisions depend on understanding your constraints.

For some people that’s compensation.

For others it’s family.

For others it’s immigration status.

Visualize the Next Team

Before making any move, spend time defining what success looks like.

Ask yourself:

• What does a healthy relationship with my manager look like?
• How are decisions made?
• How are escalations handled?
• What kind of work gives me energy?
• What kind of culture helps me do my best work?

The goal isn’t simply to leave.

The goal is to avoid leaving one frustrating situation only to recreate it somewhere else.

The most successful transitions happen when people move toward something, not simply away from something.

A difficult manager might be the catalyst.

But the real decision is about choosing an environment where you can continue to grow, contribute, and do your best work.

Have you ever stayed longer than you should have because you thought the next project, promotion, or reorganization would fix the underlying problem?

What finally convinced you it was time to move?

Or if you’re navigating a similar situation and aren’t sure whether to stay, transfer, or leave, feel free to send me a message.

I write weekly about career transitions, leadership challenges, and organizational dynamics for senior technical professionals.

If you’re trying to make a smart career move without burning yourself out in the process, subscribe to my newsletter and I’ll send the next issue directly to your inbox.

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