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Brain Circuits
Five leadership challenges faced by techies and how to meet them
Stepping up to management can be extra hard for people who have only worked in technical roles. Here are five common challenges they face and ways to overcome them.
The challenges
- Dealing with humans
For many people used to working with machines, human beings are mysteries. Rather than obeying your prompts unquestioningly, they misunderstand, err, refuse to listen, and even fail.
- Failing to delegate
While collaboration may be part of a solution, techies’ work can often be performed alone, without requiring input from colleagues – which can leave team members feeling underused and disempowered.
- Getting stuck in a “me” mindset
It’s a generalization, of course, but techies can get stuck in a “me” mindset and lose sight of team targets and group welfare.
- Shunning conflict
Admittedly, it’s another generalization, but one reason people choose a purely technical role when they enter the workforce can be a preference for avoiding conflict – but leading others inevitably means having to manage tensions, deal with awkward situations, and make difficult decisions.
- Developing tunnel vision
Historically, many technical roles could be performed adequately in a silo, without necessarily understanding wider business goals or organizational needs. That is no longer true in the AI age, when leadership at all levels requires an intimate knowledge of both.
Your new role requires you to cooperate with other departments, so it’s key to develop a good understanding of what other areas of the business need.
Three strategies to become an effective leader
- Accept the “human nature” challenge
Just like technical challenges, untangling the mysteries of human nature can be hugely exciting. It means opening your mind to appreciate the unique differences and strengths of each individual, and accepting that to err is human – but that mistakes are also stepping stones. To quote Henry Ford, “The only real failure is the one from which we learn nothing.”
- Transition to “we”
As a leader, your perspective needs to transition from “me” to “we” and see things from the team’s perspective. One way to do this is to see your team members as “tools” or assets that will help you accomplish joint goals – without ever losing sight of your new, human-centric approach.
- Adopt an organization-wide perspective
Your new role requires you to cooperate with other departments, so it’s key to develop a good understanding of what other areas of the business need from you. That means shifting from a competitive to a cooperative mindset and helping create the conditions for smooth and fruitful inter-departmental working relationships.
Key takeaway
A large part of your time will now be spent interacting with other people. Acquiring new “human” skills will not only be personally enriching but will help you make a bigger impact as a leader and benefit your long-term career development.
Authors
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