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James Everingham
VP of Engineering, Meta
James Everingham is a seasoned executive with a strong background in engineering and technology leadership roles at top tech companies like Facebook, Instagram, Yahoo, and Netscape.
He currently serves as the VP of Engineering at Facebook's Novi, leveraging his vast experience to drive innovation and development in the tech industry.
With a foundation in Computer Science from Penn State University, James Everingham has honed his skills over the years, holding key positions such as Head of Engineering at Instagram and VP of Engineering at Yahoo.
His impressive career also includes stints as CEO and CTO at companies like Luminate and LiveOps, showcasing his entrepreneurial spirit and strategic leadership.
James has been involved in various organizations, including Meta, where he was the VP of Engineering, and ventures like Lobby Capital and Lightspark, where he held senior roles in engineering and management.
His journey in the tech world began at Netscape Communications as a Director of Engineering, further solidifying his expertise in browser development and technology.
Throughout his career, James Everingham has demonstrated a deep understanding of software engineering, strategic planning, and team leadership, making significant contributions to the tech landscape.
James's vast experience and diverse skill set make him a valuable asset in the technology sector, driving growth, innovation, and success in every role he undertakes.
Highlights
Ice Cream and Leadership
One of my fondest memories from early in my career is Jim Barksdale, the CEO of Netscape, pushing an ice cream cart around the office. He'd hand out ice cream to us engineers, striking up casual conversations. I'll never forget it. There I was, a low-level engineer coding away in my cube, and suddenly, Jim was standing there, offering me ice cream and chatting with me like we were old friends.
At the time, I thought Jim was just being a nice guy. But Jim was simultaneously shaping the culture from the bottom up to the top down. He was breaking down barriers of rank and creating relationships with the workers while at the same time acting as a model for leadership. I didn't fully appreciate the power of this gesture until later in my career.
As I moved up the ranks, I noticed a distance forming between me and my team. Initially, I thought everyone liked me and I was doing everything right. But I soon realized I was in a bubble, and people told me what they thought I wanted to hear. This lack of open communication can lead to poor decisions and limit my ability to support the team.
Being approachable has significantly improved my effectiveness as an executive. It keeps me well-informed about what’s happening within the organization. For instance, we recently underwent a major reorganization, which proceeded smoothly—a rarity for such changes. By building trust and maintaining transparency, team members felt comfortable voicing their concerns.
In a one-on-one, a team member mentioned that my frequent phone and Apple Watch usage made it seem like I wasn’t fully engaged. This feedback required considerable trust from him. I decided to stop wearing my Apple Watch and thanked him for his honesty. This feedback was invaluable, and I’m certain others had noticed the same issue.
Being easy to talk to can change an entire team's culture. Approachable higher-ups make the organization feel less hierarchical, encouraging better interactions, trust, and teamwork at all levels. It starts at the top, and I find that the more approachable I am, the happier and more productive my team is. While you don’t have to go all out and push an ice cream cart around, there are a few simple things you can do:
- Talk to your people: Simple, honest conversations foster an open atmosphere.
- Listen: Show you value their input with genuine interest.
- Humanize yourself: Share personal stories and experiences.
- Be visible: Don’t stay in your office; be seen around the workplace.
- Follow up: Show you care by acknowledging and acting on their input.
- Have some fun: Use appropriate humor to lighten the mood.
Jim Barksdale's ice cream cart wasn't just about ice cream; it was about creating a culture of inclusion and approachability. I strive to carry that lesson with me, ensuring my team knows they can always come to me, just as I once did with Jim.
Management Fundamentals: Mastering Emotional Control at Work
When things happen at work that upset us, how we respond matters. Letting our emotions take control can result in negative behaviors, such as sarcasm, belittling, and passive aggressiveness. I used to take things personally and react impulsively, which affected my reputation and eroded my team's trust.
One day, after one of my outbursts, a report asked me: Did I want him to understand my point or know I was angry? After realizing that my outbursts obscured my message, I committed to developing self-awareness and emotional management.
Mastering my emotions has been challenging, and I still struggle. However, this behavioral change has improved my team's productivity, trust, and morale.
Here's why emotional control is important:
Communication: When people sense you are upset, it's hard for them to see your viewpoint. Visible anger can make others see you as biased and question your objectivity. Anger also hampers effective listening and shuts down opportunities for meaningful dialogue.
Decision-making: When you're upset, thinking clearly and making rational decisions can be difficult. Even if you can be objective, your team members may not trust that you've considered all perspectives.
Trust and Respect: Maintaining composure under pressure sets a positive example for your team. People mimic their leaders' behavior, don't be surprised if your team members start behaving similarly, creating a toxic cycle of negativity.
Stress: Displaying anger and taking it out on team members creates a tense work environment, leading to burnout and higher turnover rates. This will negatively impact team morale and productivity.
Expressing Emotions Wisely
First and foremost, wait until the adrenaline rush is over, even if it takes a day or two. Before you speak or write that email, you need to get back to your reasonable self. The goal isn't to never get upset but to manage and express your feelings thoughtfully.
Expressing controlled anger can be critical in conveying the seriousness of a significant mistake, emphasizing accountability for consistently unmet expectations, or addressing violations of company policies.
When core values or ethics are compromised, expressing anger shows a strong commitment to those principles. Also, showing anger can protect and support your team if they are unfairly criticized. In urgent situations, controlled anger can effectively convey the need for immediate action.
When expressing anger, stay calm and focus on the specific behavior or issue, not the person. Try to offer solutions, speak firmly but respectfully, follow up to ensure necessary changes get made, and show support for your team.
Controlled anger can drive positive change and demonstrate strong leadership when used appropriately. Leaders who can't master emotional control are on borrowed time. If you can't get your feelings in check, your leadership days might be numbered.
