Hi Max,

For enacting change, these are some of the things I do:

1. Lead by example by trying to make as much impact as possible. This energizes the team to do the same.

2. I sponsor people for projects when I have my 1:1s with my manager. I highlight up and coming individuals who maybe need to be re-leveled. I also do the reverse by highlighting individuals that are just not doing well.

3. I'm also very direct in providing feedback to individuals who are in a position of influence to make change when I think grifting or bloat affects the org.

4. I try to write much of the knowledge down since writing is O(1) form of communication. I specifically give focus to docs that describe the current state of the system in simple terms that are updated more often and can be easily accessed.

For understanding org level entropy, that harder to know in an interview. But a good test is whether you feel like the team you're joining is energizing. I came many times out of an interview feeling like I still didn't know what the team I'm interviewing with is actually doing, and that always a warning flag.