Prologue
Why am I writing this? Because transitioning from a technical role into management is one of the most challenging shifts in an IT career. I was a CEO, then down the path to developer, then again up and down, and… getting dizzy there. Many of us start out as developers, sysadmins, or engineers, enjoying solving technical puzzles. Then comes the big bang, BOOM! Now you are responsible not just for your own work but for others.
This blog is the first in a series where I’ll try to give key points from my journey from Developer to Tech Lead to Engineering Manager, and then to CTO, sharing experiences, challenges, and lessons. In each post, I will dive into different aspects of those positions.
Whether you’re already a manager, thinking about taking on a leadership role, or simply curious about the path… You know what? Too official. Let’s say you know what I’m going to say, blah blah blah. If you like to read it, then read it. OK? Enough about this, let’s dive in.
Act 1: New Challenger enters the ring
Stepping into a leadership role in the IT industry comes with its own set of challenges. But first and most important; you’re not only responsible for delivering projects, but also for ensuring the growth and well-being of your team. And here comes the preparation:
Keeping The Pace:
This one is a double-edged sword. As a leader, you need to stay up-to-date, right? I know you know that, BUT you should avoid the temptation to chase every shiny new tool/framework/language, etc. I mean it, shiny tools, if not properly thought through, are just another dead weight on your future shoulders or your poor team’s shoulders.
Balance Hands-On and Leadership:
Ahhh, I’ve been there. Code is calling your name. Each PR you review feels like FOMO haunting you. “Let me code, dammit!” Like me, many technical managers struggle to let go or minimize coding or hands-on problem-solving. While I’m not saying don’t code, do it by all means because your sharpness is essential. Your primary focus, though, should shift to enabling your team to succeed. You know? This is your troop now, and you can’t fight on the front line alone.
Know your Troop:
Development teams are a mix of junior and senior developers, back-end and front-end developers, QA engineers, and DevOps specialists. Each one brings different strengths, communication styles, and perspectives to the table. So if you treat them the same, well, your funeral!
It’s not easy, but it gets better with time. It’s like juggling all day long, I don’t know how to juggle, so yeah, there’s that, but I learned the hard way that every person has their own world. And you? You’re the adventurer there. Some are emotional (most of us are, and for good reasons, you know, being human and stuff), some are slow learners but deep thinkers, some are fast coders but not programmers, some are introverts, and some are extroverts. You need to find your way in their world. In the end, you need them all to create a fully functional team. So try to know them all. Yup, you read it right. Knowing means understanding them, listening to them, valuing their feedback, and acting on the things you can and have the power for. Let them know the outcome, even if it’s negative, it creates trust. If you just listen and move on… you know? Why bother becoming the leader?
Act 2: Rules and regulations of the Game
So, yeah, let’s say now you keep yourself up-to-date, will try (wink wink) to balance coding and leadership, and plan to “know your troop.” What else do you need? You may ask:
Be an Example, don’t make one:
I can’t emphasize this enough: if you want your team to embrace collaboration, continuous learning, and accountability, then… show them. Who else? Your actions set the tone for the team’s culture. Don’t be the one who just blames and dictates what others should do (cough upper management cough). OK, about that, there’s another side to the truth about upper management, but I’ll come back to it in the next one.
Communication Communication Communication:
Tech leads are the bridge between developers, stakeholders, and upper management, and you can’t imagine how much clear communication can ease everyone’s pain. It’s not as easy as it seems, not at all.
Keep in mind, being a leader isn’t just about speaking but actively listening, creating an environment where team members feel heard and valued. Remember the “know your troop” point? Yeah, that plays a key role here. Never let them leave a meeting without clarity, or schedule another one (ooooh, another meeting, how nice, I know, but seriously, do it). And as I always say: “Be the stupidest person in the room.” It ALWAYS pays off.
Micromanage!:
Well I don’t know if you really want me to say it but OK, don’t be the Micromanager (dun dun dunn). Trust your team to do their jobs. Instead of hovering like a pigeon over every line of code and crap on their self-esteem, set clear expectations, provide the tools they need, and empower them to deliver, I did micromanagement and micromanaged too, believe me it is not fun for both sides, if team fails then learn from it tweak some variables and try again, never go down to that level and do micromanage or in some case nanomanage, I have no example in my career that it has ever worked. Just don’t
Be a Mentor, Not Just a Manager:
Tech Lead is actually sometimes merged with team lead positions in different organizations, it means that people management is part of it. You need to invest in your team’s professional development, their well bing and career paths. Share your knowledge, provide constructive feedback, don’t forget about one-on-ones, and help them navigate challenges, at this level you should “know your troop”.
Adaptability:
HAHA, you saw that coming, right? In IT, plans change (OMG, tears in my eyes), deadlines shift (no way, REALLY?), priorities evolve (here’s johnny!), all the evil in one paragraph! Wow, it sends shivers down the spine, right? But it is what it is. A great Tech Lead is flexible and can pivot without losing focus on the bigger picture. I know, I know, it’s not easy. But who told you this position would be easy? We’re not in a perfect world. Explain to your team why they need to adapt, too. If you don’t believe in the explanation from the top, your team won’t either, And that creates frustration; Never show fake flexibility, it won’t work, and it will create chaos.
Act 3: Don’t forget to breath
So, what can you do to survive and actually win?
Don’t be Passive:
Leadership is a skill. Yeah, some say people are born with it, but I don’t believe that much. From my perspective, it requires tons of practice and a lot of trial and error. Read books like The Manager’s Path or Accelerate, attend workshops and meetups, and seek mentorship from experienced leaders.
Delegate:
It’s tempting to jump in and fix problems yourself, especially if you have the technical expertise. Resist. Delegating tasks not only lightens your load but also gives your team members opportunities to grow.
Get Comfortable with Uncertainty:
As a leader, you won’t always have all the answers, and that’s OK. Don’t try to be like ChatGPT. Be transparent about what you know and what you’re figuring out. This honesty builds trust with your team. (This varies between levels like EM or CTO, but we’ll discuss that later.)
Empathy:
Understand that each team member has their own struggles and motivations in life. Take time to know them as individuals, and adapt your leadership style to meet their needs. You know I already said that, haha, “know your troop.” But I hope you now see why I’m repeating it.
Finale
Becoming a great technical leader isn’t about having all the answers or being the smartest person in the room. It’s about creating an environment where your team can thrive. It’s about empowering others, staying curious, and embracing the journey of growth for yourself and those you lead.
Whether you’re already in this role or just starting out, remember that leadership is a marathon, not a sprint. Stay humble, stay adaptable, and never stop learning. The impact you have as a leader can ripple far beyond your team, shaping the future of the IT industry itself.