7 Misconceptions about Tech Leadership

Introduction

Stepping into a leadership role in the tech industry is both exciting and challenging. As a new tech lead or engineering manager, you're 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 a completely 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, with practical insights to help you find your footing in leadership.

1. Leadership is control

The Misconception

As a new tech lead, you might think that leadership means having complete control over your team. You may believe that the more you control, the better the output will be. 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 kills creativity, limits fresh thinking, and weakens the sense of ownership among team members, all of which matter for long-term project success and employee satisfaction. In such an atmosphere, team members may become hesitant to take any initiative, fearing 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 contributing on their own. This leads to delays and reduced productivity, as team members constantly look to you for guidance instead of using their own expertise.

Tips

Build collaboration: Create an open environment where team members feel comfortable sharing their ideas without fear of judgement. This can lead to more creative solutions and a stronger sense of team unity. Set up 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 the points raised to show that these sessions lead to real outcomes.

Give people decision-making power: Letting your team make task-related decisions not only boosts their confidence but also builds a sense of ownership. It's important, however, to set some boundaries or guidelines to maintain 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 means running 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, let team members volunteer for tasks that match their skills and interests, 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 bold enough to introduce sweeping process changes on your first day, expecting immediate compliance simply because your new title gives you the authority to make such decisions.

The Reality

While a title may give you a platform, it doesn't automatically earn you respect; that has to be built through your actions and behaviour over time. Genuine respect comes from showing competence in your role, acting with integrity, and showing 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 consequences. 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 earned through consistent and fair actions, and not just a by-product of a leadership title, you set things up for a more effective working relationship with your team.

Tips

Lead by example: Showing 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 important 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 talk, 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 tricky problems. Feeling the weight of your leadership role, you might feel compelled to provide immediate answers, fearing that any admission of ignorance will damage 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 find solutions through collaboration and the collective intelligence of your team. Faking knowledge not only sets the stage for flawed decision-making but also creates 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 boost 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.

Tips

Ask questions: Build a team culture where open dialogue is encouraged. Use team meetings as a chance to ask open-ended questions that invite discussion and collaborative problem-solving. Instead of simply assigning tasks and setting deadlines, use 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 fresh solutions.

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

Admit limitations: Authenticity matters 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 learning together. 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 shows humility and openness, and it sets the tone 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 come 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 brings in a broader range of perspectives but also builds 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 poor 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.

Tips

Solicit opinions: It's important to actively involve your team in decision-making, as this not only draws on their expertise but also builds 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 leads to 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 reasoning behind your decisions. Suppose you're introducing a new workflow or a significant change in tools. Don't just announce it and expect everyone to follow suit. Explain your reasoning in a team meeting or memo. Outline the benefits you expect, whether that's increased efficiency, fewer errors, or better alignment with business goals, and invite questions and discussions.

Delegate: Give your team members real decision-making power in their areas of expertise. This not only leads to better outcomes but also builds trust and shared responsibility. For example, if you have a skilled front-end developer on your team, defer to their judgement when it comes to choosing front-end frameworks or libraries. By doing so, you're not only likely to get a better 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 comes 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 gives you 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 details of day-to-day tasks. A team member who's involved in those details might provide feedback that could help improve workflows or identify bottlenecks you weren't aware of.

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

Tips

Encourage openness: Create a culture that promotes open communication, making it clear that feedback is not just accepted but actively encouraged. Have 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 creates 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 put the change in place and publicly acknowledge their contribution, reinforcing the value of providing feedback.

Regular check-ins: Set up 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 a chance to discuss not just individual performance but also any concerns, challenges, or suggestions for improvement either of you may have. This regular dialogue serves as a two-way feedback loop 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 the same as being effective. This mindset can show up 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 stay likeable and avoid confrontation than to tackle the issue head-on.

The Reality

While it's certainly a good thing 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 matters is earning 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 aiming for respect rather than popularity, you put the collective well-being and productivity of the team ahead of individual happiness.

Tips

Set boundaries: While it's natural to want to maintain a friendly and positive work environment, it's essential to be clear 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 key to maintaining a healthy team environment and getting rid of perceptions of favouritism. If a project is completed successfully, make sure to share the credit fairly among all contributors, from those who did the groundwork to those who provided direction. Publicly acknowledge individual contributions in team meetings or via internal communications platforms to make sure 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 sit is harmful 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 false belief 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 something you're born with but a complex skill set that can be built and developed over time. Even if you have qualities often associated with good leadership, such as charisma or decisiveness, there are always areas for improvement. For example, while you may be great at motivating your team, you might struggle with harder aspects like conflict resolution or strategic planning. Taking part in leadership training can help you identify and work on these weaker areas, making you a more well-rounded and effective leader.

By accepting 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 fixed trait but a set of skills that can be sharpened and adapted to different situations and challenges.

Tips

Seek training: Investing in formal training can give you a structured understanding of leadership. There's no shortage of options out there, from comprehensive management courses to specialised training like "Leading Agile Teams." If you find that your team is struggling with Agile methods, consider taking a course in Agile leadership. This will not only improve your own understanding but also help you 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 work through 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 really helpful. Say you faced a particularly tough issue, like conflict within the team. Writing down how you handled it, the results, and what you learned can give you valuable insights for future challenges. Over time, this journal becomes a record 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 fast-moving, with new challenges coming up regularly, whether that's advances in technology, changes in how teams work, or the shifting nature of remote work. Understanding and addressing the misconceptions discussed in this article can help new tech leads and managers lead more effectively. This means not only drawing on your technical expertise but also building the soft skills that are often underestimated but matter a great deal for team cohesion, employee satisfaction, and project success.

In short, while technical skills may land you a leadership role, it's your ability to manage a team well, make informed decisions, and create a positive work environment that will make you successful in it. The move from being a team member to a team leader is a big one, requiring a shift in mindset and capabilities. By confronting and correcting these common leadership misconceptions, you set yourself up for success, and your team too.