When you transition from one role to another, there are many questions about what to take with you. Ethical and legal considerations play a significant role in this decision-making process, ensuring that you maintain your integrity and comply with company policies. As a software development leader, it’s crucial to navigate this transition thoughtfully and responsibly.

One of the easiest decisions to make is around your contacts and network. Maintaining professional relationships is important no matter where you are in your career. As a people manager, staying in touch with former employees and team members offers numerous advantages. These team members can serve as references for you, and you can do the same for them. Additionally, I’ve found it beneficial to verify applicant references through my network. Establish contacts via LinkedIn, and make sure your former colleagues have your cell phone number or personal email.

Next on the list of items to take are things that are specific to you. Gather any information that pertains to you personally, such as award write-ups, professional or leadership training documents, and PDF copies of your performance evaluations along with any supporting materials. Ensure that your address is correct for future HR documents that may need to be sent to you.

Now comes the tricky part: deciding what other information to take that doesn’t risk you or your current organization. Here are some guidelines. Take non-proprietary writing that you have worked on, like blog posts for the public blog or public webcasts. For instance, I often write for milestone dates like Women’s History Month and will take those writings with me. Additionally, I take career ladders, generalized job descriptions, interview questions, cultural initiatives (award programs), and book club lists. These are non-sensitive materials that can be valuable in your next role.

One item that might be controversial is the performance evaluations for my team. As I mentioned in a prior post on mentoring, in rare cases, I mentor people from role to role. Having their prior evaluations that I have written helps me maintain consistency in my mentoring. The role and expectations may be different, but I strive to maintain some level of consistency where I can. Furthermore, for many junior roles, I have developed standardized feedback that I give to all people in a certain role and level of experience. Having that standardized feedback available is useful for those circumstances.

However, there are certain things I never take with me. These include software/code, architectural information, personnel data, proprietary information, or financial information. Taking any of these could breach company confidentiality and legal agreements, which is something I strictly avoid.

Transitions from one company to another are never easy, but there are ways to make that transition smoother. Maintaining networks, transitioning essential tools and resources, and adhering to company policy and security are key. If you’re ever unsure, reach out to your HR teams. Though we might not always like the answers, it will likely keep us out of hot water.

Conclusion

As leaders, it’s easy to forget how challenging our role can be. Transitioning between roles is a delicate process that requires careful consideration and adherence to ethical and legal standards. Here are three actionable things you can do to ensure a smooth transition:

1. Maintain and Cultivate Your Network: Stay connected with former colleagues and team members through professional networking sites like LinkedIn.
2. Gather Personal Documentation: Collect non-proprietary documents and personal performance evaluations that will aid in your continued professional development.
3. Consult HR When in Doubt: Always reach out to your HR department if you are unsure about what is appropriate to take with you. This will help you avoid potential legal issues.

By following these guidelines, you can ensure a smooth and respectful transition to your next role, setting a positive example for your team and peers.