7 Misconceptions about Tech Leadership

Introduction

Entering into a leadership role within the tech industry is both an exciting and challenging experience. As a new tech lead or engineering manager, you are faced with a set of responsibilities that go beyond coding and technical oversight. While your technical skills have brought you this far, effective leadership demands an entirely different skill set, including core skills like communication, empathy, and team management. This article aims to debunk some of the common misconceptions new tech leaders often have, providing actionable insights to help you navigate the complex landscape of leadership.

1. Leadership is control

The Misconception

As a new tech lead, you might think that leadership equates to having complete control over your team. You may believe that the more you control, the better the output will be. In line with this thinking, you could adopt a top-down approach, dictating tasks and expecting blind obedience from your team. For instance, you might find yourself insisting on approving every single line of code, thinking this is the best way to ensure quality.

The Reality

While it may seem that a tight grip ensures a well-oiled machine, a command-and-control leadership style often does more harm than good. This approach stifles creativity, curtails innovation, and undermines a sense of ownership among team members—elements that are crucial for long-term project success and employee satisfaction. In such an atmosphere, team members may become hesitant to take any initiative, fearing reprimand or criticism for mistakes. For example, if team members need to seek approval for every minor decision, from choosing a library to making a small design change, they are more likely to disengage, waiting for directives rather than proactively contributing. This leads to delays and reduced productivity, as team members constantly look to you for guidance instead of leveraging their expertise.

Actionable Tips

Foster Collaboration: Create an open environment where team members feel comfortable sharing their ideas without fear of judgement. This can result in more creative solutions and a stronger sense of team unity. Implement regular brainstorming sessions that are agenda-free zones, where everyone is encouraged to suggest improvements or pitch new ideas. Make sure to follow up on actionable points to show that these sessions have tangible outcomes.

Empower Decision-making: Empowering your team to make task-related decisions not only boosts their confidence but also fosters a sense of ownership. It's crucial, however, to set some boundaries or guidelines to maintain cohesion and quality. When starting a new project, let developers have a say in selecting the libraries or frameworks. You can provide a shortlist to guide the choices if needed, but the final decision should be a team consensus.

Be a Facilitator: Your role as a leader is not to dictate every action but to guide your team towards effective solutions. This involves facilitating constructive conversations and encouraging problem-solving among team members. Rather than assigning tasks directly, present the challenges that a project faces to the team. Then, allow team members to volunteer for tasks that align with their skills and interests, thereby creating a more engaged and motivated team.

2. Authority equals Respect

The Misconception

You might think that stepping into a leadership role, complete with a new title, will automatically grant you respect from your team. This assumption may lead you to believe that your words now carry more weight and that your decisions should be followed without question. You might even feel emboldened to introduce sweeping process changes on your first day, expecting immediate compliance simply because your new title endows you with the authority to make such decisions.

The Reality

While a title may give you a platform, it doesn't automatically confer respect; that has to be earned through your actions and behaviour over time. Genuine respect comes from demonstrating competence in your role, showing integrity in your actions, and expressing empathy toward your team members. It’s not just about the decisions you make, but also how you involve your team in the decision-making process and how you handle the repercussions. For instance, if a critical deadline is approaching, a leader who contributes to the work at hand, showing that they're not above any task, will likely earn more respect than one who simply delegates and disconnects.

By understanding that respect is a currency earned through consistent and fair actions, and not just a by-product of a leadership title, you set the stage for a more harmonious and effective working relationship with your team.

Actionable Tips

Lead by Example: Demonstrating the work ethic and values you want to see in your team is one of the most powerful ways to guide them. Your actions set the tone for the entire team, making it crucial to embody the qualities you wish to promote. If punctuality and time management are core values for you, make sure you are always on time for meetings, deadlines, and appointments. This will signal to your team that punctuality is not just rhetoric, but a practice that is valued and upheld.

Show Empathy: Being a leader doesn't just involve driving results; it also includes understanding the challenges that your team members face. Empathy goes a long way in building a supportive work environment where team members feel valued and heard. If a team member is struggling with a task, instead of jumping to conclusions or reprimanding them, offer a listening ear. Discuss the challenges they are facing and provide resources, guidance, or even deadline extensions if necessary. This shows that you don't just care about the end result, but also about the well-being and growth of your team members.

Be Consistent: Consistency in your actions and decisions creates a stable and predictable environment, which is essential for earning long-term respect from your team. Inconsistent behaviour can lead to confusion and could undermine your authority. Make it a practice to give credit where it's due, even if you have personal differences with a team member. For instance, if someone you don't particularly get along with delivers an exceptional piece of work, acknowledging their contribution publicly can go a long way in building credibility and trust.

3. Leadership means having all the answers

The Misconception

You may find yourself in situations where team members or stakeholders look to you for answers to complex questions or solutions to intricate problems. Feeling the weight of your leadership role, you might feel compelled to provide immediate answers, fearing that any admission of ignorance will erode your credibility. For instance, during a technical meeting, you might be asked about how to integrate a new technology into your existing stack. Not wanting to appear uninformed, you may choose to bluff your way through an answer, creating the illusion that you have it all under control.

The Reality

Contrary to the belief that leaders must have all the answers, true leadership lies in the ability to facilitate solutions through collaboration and collective intelligence. Faking knowledge not only sets the stage for flawed decision-making but also fosters an unhealthy culture where team members feel pressured to do the same. On the other hand, admitting you don't have all the answers can actually enhance your credibility. For instance, if faced with a question about implementing new technology, saying something like, "I'm not sure about the best approach, but I know we have the expertise within the team to figure it out," can open the door to more collaborative and effective problem-solving.

Actionable Tips

Ask Questions: Cultivate a team culture where open dialogue is encouraged. Use team meetings as a platform to ask open-ended questions that invite discussion and collaborative problem-solving. Instead of simply assigning tasks and setting deadlines, utilise team meetings to engage your team in conversation. Pose open-ended questions like, "What challenges are you currently facing, and how can we solve them?" This approach not only helps you understand team dynamics but also invites innovative solutions.

Foster Problem-Solving: Building a psychologically safe environment is key to encouraging team members to voice their opinions and suggest solutions without fear of criticism. Psychological safety empowers team members to speak up, enhancing collective problem-solving. Utilise collaborative tools like shared documents or project management software to create a space where team members can contribute their ideas for solving problems. This approach turns problem-solving into a team effort rather than a directive from the top.

Admit Limitations: Authenticity is vital in leadership. When you're uncertain or lack knowledge in a specific area, it's more constructive to admit it and turn it into an opportunity for collective learning. If faced with a question or challenge you can't answer, instead of bluffing, try saying something like, "I'm not sure about that, but let's find out together." This not only demonstrates your humility and openness but also sets the stage for collective problem-solving and learning.

4. Decision-making is a solo activity

The Misconception

Closely related to our previous tip, you might feel that as the person in charge, it's solely your responsibility to make all critical decisions, from choosing technologies to project workflows. This belief might stem from a desire to maintain control or a fear that consulting others will make you appear indecisive. The thought process could be that you were chosen for this leadership role because you're the best-equipped to decide. For instance, you may opt for a new development framework that you think is perfect for the upcoming project, all without consulting your team first.

The Reality

The reality is that a more inclusive approach to decision-making not only allows for a broader range of perspectives but also fosters a sense of ownership and engagement among team members. When people have input into decisions that affect their work, they're more invested in the outcomes. Making decisions in isolation can lead to suboptimal choices that may not consider all angles or potential challenges. For example, selecting a development framework without team input might mean you overlook its steep learning curve, which could lead to project delays and decreased morale as team members struggle to catch up.

By involving your team in important decisions, you're not only likely to make better-informed choices but also to build a more cohesive and engaged team.

Actionable Tips

Solicit Opinions: It's crucial to actively involve your team in decision-making, as this not only leverages their expertise but also instils a sense of collective ownership. When you're planning a significant project or feature, don't just dictate the implementation strategy. Instead, schedule a meeting or create a shared document where team members can weigh in on various approaches. Discuss the pros and cons openly and encourage everyone, even junior members, to contribute. This inclusive process results in better, more well-rounded decisions.

Be Transparent: Transparency is key to building trust and a cooperative work environment. Always make it a point to explain the rationale behind your decisions. Suppose you're introducing a new workflow or a significant change in tools. In that case, don't just announce it and expect everyone to follow suit. Explain your reasoning in a team meeting or memo. Outline the benefits you foresee—be it increased efficiency, reduced errors, or better alignment with business goals—and invite questions and discussions.

Delegate: Empower your team members by delegating decision-making in their areas of expertise. This not only leads to better outcomes but also fosters a sense of trust and shared responsibility. For example, if you have a skilled front-end developer on your team, defer to their judgment when it comes to choosing front-end frameworks or libraries. By doing so, you're not only likely to get a more suitable technological fit but also encourage a culture where team members feel their expertise is valued and trusted.

5. Feedback is a one-way Street

The Misconception

You might fall into the trap of thinking that feedback is a one-way street, flowing solely from you to your team members. This belief often stems from the notion that leadership is about maintaining a hierarchy, where you instruct, and they follow. For instance, you may conduct performance reviews that solely focus on evaluating your team's performance, missing the opportunity to ask for their feedback on your leadership style or on the processes in place.

The Reality

In reality, effective leadership is a two-way exchange that involves both giving and receiving feedback. Being open to feedback from your team not only provides you with valuable insights for your own improvement but also promotes a culture of transparency and continuous learning. For example, you might be focused on the broader aspects of project management and miss the nitty-gritty details of day-to-day tasks. A team member who's involved in the minutiae might provide feedback that could help streamline workflows or identify bottlenecks you weren't aware of.

By understanding that feedback is a two-way street, you can foster a work environment where everyone is committed to improvement, not just in their roles but for the team and project as a whole.

Actionable Tips

Encourage Openness: Create a culture that promotes open communication, making it clear that feedback is not just accepted but actively encouraged. Implement an 'open door' policy, letting your team know that they're welcome to come to you with observations, concerns, or suggestions at any time. This fosters a sense of psychological safety, making team members more likely to speak up and contribute to continuous improvement.

Act on Feedback: Show your team that their opinions matter by taking feedback seriously and, where appropriate, acting on it. For instance, if a team member recommends a change in the code review process that could make it more efficient or effective, don't just thank them for their input. Take steps to implement the change and publicly acknowledge their contribution, reinforcing the value of providing feedback.

Regular Check-ins: Establish a routine of frequent one-on-one meetings specifically designed for exchanging feedback. Schedule these sessions, whether weekly or bi-weekly, and make it clear that they're an opportunity to discuss not just individual performance but also any concerns, challenges, or suggestions for improvement either of you may have. This regular dialogue can serve as a two-way feedback mechanism that benefits both you and your team members.

6. Everyone should like me

The Misconception

You may enter your leadership role with the notion that being universally liked is synonymous with being effective in your position. This mindset can often manifest in various ways, such as hesitating to provide critical feedback, avoiding difficult conversations, or even turning a blind eye to unproductive behaviours. For example, if you notice a team member consistently missing deadlines, you might be reluctant to address it directly. The thought process here is that it's better to maintain your likability and avoid confrontation than to tackle the issue head-on.

The Reality

While it's certainly advantageous to have a friendly and positive relationship with your team, the goal should not be to be liked by everyone at the cost of effective leadership. The truth is, not everyone will like you, and that's okay. What's crucial is to earn your team's respect through consistent, fair, and competent actions. For example, if two team members are in disagreement, stepping in to mediate and offer a fair resolution will earn you more respect in the long run than avoiding the issue in the hope of being liked by all. By striving for respect rather than likability, you prioritize the collective well-being and productivity of the team over individual happiness.

Actionable Tips

Set Boundaries: While it's natural to want to maintain a friendly and positive work environment, it's essential to clarify that your role as a leader may sometimes require you to make impartial and potentially unpopular decisions. For instance, if you need to reassign tasks to balance workloads more effectively, be transparent about your reasoning. This could involve explaining that the change is aimed at meeting project deadlines or making the most of specific skill sets within the team. By providing context, you help even those who are unhappy with the change to understand the bigger picture.

Be Fair: One of the quickest ways to lose credibility is to show favouritism. Being consistent in how you treat all team members is crucial to maintaining a harmonious team environment and eliminating perceptions of favouritism. If a project is completed successfully, make sure to share the credit equitably among all contributors, from those who did the groundwork to those who provided strategic oversight. Publicly acknowledge individual contributions in team meetings or via internal communications platforms to ensure everyone's efforts are recognised.

Address Issues Promptly: While the desire to be liked might make it tempting to turn a blind eye to issues, letting problems fester is detrimental in the long run. Addressing issues promptly is key to effective leadership. If you notice that a team member is consistently underperforming or missing deadlines, it's essential to address the issue as quickly as possible. Choose an appropriate setting—ideally a private one-on-one meeting—to discuss the matter. Offer constructive feedback and potential solutions, whether that be additional training, resource allocation, or revisiting workload distribution.

7. Leadership is Innate

The Misconception

A common misbelief is that leadership is something you're either born with or not. You may even feel that formal leadership training or mentorship is unnecessary, choosing to rely solely on your instincts. For example, when your organisation offers a leadership development programme, you could be inclined to opt-out. You might think, "I've been leading small teams or projects successfully; why would I need formal training?"

The Reality

The truth is that leadership is not just an innate trait but a complex skill set that can be nurtured and developed over time. Even if you possess qualities often associated with good leadership, such as charisma or decisiveness, there are always areas for improvement. For example, while you may excel in motivating your team, you might struggle with more challenging aspects like conflict resolution or strategic planning. Participating in leadership training can help you identify and work on these weaker areas, making you a more rounded and effective leader.

By acknowledging that leadership skills can be developed, you open the door to continuous growth and improvement, both for yourself and your team. It's not a static quality but an evolving set of skills that can be honed and adapted to different situations and challenges.

Actionable Tips

Seek Training: Investing in formal training can give you a structured understanding of leadership. There's a plethora of options out there, from comprehensive management courses to specialized training like "Leading Agile Teams." If you find that your team is struggling with Agile methodologies, consider taking a course in Agile leadership. This will not only enhance your own understanding but also enable you to guide your team more effectively through Agile projects.

Find a Mentor: One of the most effective ways to grow as a leader is to learn from someone who has been there and done that. A mentor can provide targeted advice, help you navigate challenges, and offer constructive criticism. If you're stepping into a role that requires skills you haven't needed before, such as conflict resolution or strategic planning, a mentor can provide real-world insights that are directly applicable to your situation. Don't hesitate to reach out to senior leaders within or outside your organisation for mentorship.

Self-Reflect: Leadership is a journey of continuous improvement that benefits from regular self-assessment. Take the time to reflect on your actions, decisions, and their outcomes.  Keeping a leadership journal can be incredibly beneficial. Say you faced a particularly challenging issue, like conflict within the team. Documenting how you handled it, the results, and what you learned can provide valuable insights for future challenges. Over time, this journal becomes a repository of leadership experiences that you can revisit and learn from.

Conclusion

Leadership is a journey that demands continuous learning and adaptation. The tech industry is especially dynamic, with new challenges arising frequently, be it advances in technology, changes in methodologies, or the evolving nature of remote work. Understanding and addressing the misconceptions discussed in this article can equip new tech leads and managers with the tools needed to lead more effectively. This involves not only leveraging your technical expertise but also honing the soft skills that are often underestimated but are crucial for team cohesion, employee satisfaction, and project success.

In summary, while technical skills may land you a leadership role, it's your ability to effectively manage a team, make informed decisions, and foster a positive work environment that will make you successful in it. The transition from being a team member to a team leader is significant, requiring a shift in mindset and capabilities. By proactively confronting and rectifying these common leadership misconceptions, you pave the way for not only your success but also the success of your team and, by extension, your organisation.