How can you future-proof your technical leadership framework?

As a technical leader, defining your vision and values is the foundation of your leadership framework. It's not just about writing a mission statement; it's about discovering and communicating your true purpose and beliefs. Your vision should be compelling, inspiring you and your team to work together towards a common goal.

As a technical leader you should be flexible to adapt new technologies more faster and align your organisational goals accordingly.

To future-proof your technical leadership framework: 1. Define a clear vision and core values that align with organizational goals and culture, guiding decision-making and actions. 2. Communicate these principles effectively to inspire your team, fostering ownership and accountability. 3. Ensure your vision is compelling and motivates the team towards shared objectives, reflecting true purpose and beliefs. 4. Adapt continuously to evolving industry and team needs, maintaining relevance and resilience in your leadership approach.

By being on top of things and making ourselves flexible with rapidly changing environment and technology. You need to keep yourself updated, flexible and easy to adapt in order to be successful in today's fast changing world.

Emphasizing adaptability, effective communication, and fostering a collaborative environment are all key elements to defining an organization's vision and values as they related to building a technical leadership framework. Fostering a culture that values empathy, emotional intelligence, and resilience enables leaders to navigate change and inspire their teams.

To ensure your technical leadership is future-proof, embrace learning and innovation. In the unknown, curiosity is your compass. Create a culture of continuous learning, don't be afraid of failure, and pay attention to your team's insights. Innovation thrives at the intersection of curiosity and resilience. Maintain your commitment to learning, and your leadership will overcome future challenges.

Meine Erfahrung ist, dass man Teammitglieder immer wieder ermutigen muss, (neue) Fehler zu begehen. Denn Fehler (im weitesten Sinne) sind ein gutes Zeichen dafür, dass man aus seiner pers?nlichen Komfortzone heraustritt. Essentiell für gutes Leadership ist aus meiner Sicht, dass man selbst als Beispiel und Vorbild dient. Bedeutet in diesem Fall, dass man auch selbst aus der Komfortzone heraustritt, um zu lernen und auch um Fehler zu machen.

To future-proof my leadership at Wiltshire Council, I emphasise embracing learning and innovation. In the rapidly evolving tech landscape, staying open to new methodologies, tools, and ideas is vital. I encourage my team to continually develop their skills, experiment with diverse approaches, and actively share feedback. This culture of learning and innovation not only keeps us ahead but also drives value creation for our stakeholders and the community, ensuring we remain agile and responsive to emerging challenges and opportunities.

Das Konzept des ?Growth Mindset“ steht für die Auffassung, dass F?higkeiten durch Lernen erweitert werden k?nnen. Dies ist entscheidend für die F?rderung von Kreativit?t, Probleml?sung, kritischem Denken und Fachwissen, welche die Grundpfeiler für Innovation darstellen. Ein solches Denken und Innovationsprozesse gedeihen in einem Unternehmensumfeld, das eine Kultur der Lernbereitschaft, Angstfreiheit, Offenheit und gegenseitigen Wertsch?tzung pflegt. Investitionen in Zeit und Bildungsressourcen durch die Organisation sind dabei ebenso essentiell, um Mitarbeitende in diesem Prozess zu unterstützen.

Zur F?rderung einer Kultur des Lernens und von Innovation ist es wichtig, diese Aspekte konsistent in der Führung abzubilden d.h. neben der Formulierung als Wert bzw. wichtiges Prinzip ist es wichtig, den Aspekt ebenfalls auf der strukturellen Ebene abzubilden d.h. Formate & Prozesse für Lernen und Innovation zu schaffen, damit ausreichend Zeit und Ressourcen dafür verfügbar sind. Lernen und besser werden wollen reicht nicht - es braucht realistische Planung um es auch in die Tat umzusetzen.

Muitos líderes n?o est?o dispostos a investir tempo no desenvolvimento de novas lideran?as em seu time. O atropelo das urgências, as metas da empresa e os problemas da opera??o desgastam pouco a pouco a rela??o do líder com a equipe caso ele n?o consiga construir um ambiente colaborativo e de confian?a mútua. Sem confian?a n?o se permite que os membros da equipe se desenvolvam com a autonomia adequada e a falta de tempo do líder em deixá-los chegarem em solu??es acabam tomando o seu lugar e executando no lugar deles. O que mais ou?o em empresas desestruturadas é de que é mais ágil fazer do que ensinar, logo estes líderes perdem oportunidades importantes de desenvolver lideran?as naturais que no futuro podem ocupar seu lugar

Ein wichtiges Prinzip, um in Organisationen Vertrauen zu schaffen ist das Prinzip der beidseitigen Verbindlichkeit. Es definiert sich aus 3 Komponenten: Ich sage, was ich tue (Transparenz), ich tue, was ich sage (Verl?sslichkeit), ich sage rechtzeitig Bescheid, wenn ich nicht einhalten kann, was ich versprochen habe (und finde ein neues Commitment). Gemeinsame Commitments und Absprachen dürfen nicht einseitig ver?ndert werden - sie erfordern Umsetzung oder klare Kommunikation und Absprache um die Umsetzung anzupassen.

In every stage of life trust and collaboration are vital. Remember that transparency, support, and respect are the foundations of trust, and that open and inclusive communication fosters collaboration. Building stronger relationships within your team is a wise investment that will result in better teamwork and successful outcomes. Believe in your team, and they will believe in you.

I believe trust and collaboration are key for learning and innovation, where team members can share their ideas, feedback, and challenges without fear. Leadership reinforcement is crucial for this culture. Organizations with this culture can make faster and better decisions, as team members can use their collective skills, experience, and views to solve complex problems. They can also improve the quality and efficiency of work, as team members can coordinate, communicate, and avoid duplication. Trust and collaboration boost the engagement and satisfaction of team members, as they feel valued, respected, and supported.

Vertrauen entsteht durch soziale (empfundene) N?he. Diese entsteht durch Gemeinsamkeiten und gemeinsames Erleben. Gerade in verteilten Teams (Remote Teams, Distributed Teams) ist es entscheidend, einen Augenmerk auf die empfundene soziale N?he zu legen. Echtes Interesse an den Personen, für die man als Leader verantwortlich ist, ist oft nicht zu ersetzen. Teammitglieder spüren dies. Und die empfundene psychologische Sicherheit und das damit einhergehende Vertrauen sind die Grundlage für eine effiziente Zusammenarbeit und vor allem für die pers?nliche Entwicklung.

Anpassungsf?higkeit l?sst sich nur mit einer gewissen pers?nlichen Reife von Führungskr?ften entwickeln. Sie führt dazu, dass Schutzmechanismen, die uns an überzeugungen, die ggf. nicht mehr stimmig zu den Anforderungen sind, festhalten lassen, aufgegeben werden und dadurch die eigenen Bedürfnisse und unser Ego nicht mehr unser Handeln und unsere Entscheidungen leiten, sondern das Interesse der Organisation, die geführt wird. Erst wenn diese Interessen der Gruppe gleicherma?en wie individuelle Interessen berücksichtigt werden, ist die Voraussetzung für Anpassung auf der pers?nlichen Ebene gegeben.

No matter how hard you try, the chances of predicting exactly what will happen are very slim. So, instead of being prepared for a specific situation, you need to be prepared for everything. The way to do that is through adaptability and agility. Adaptability means adjusting to new circumstances, and the key to that is a mindset change. You need to switch from 'I don't know what to do' to 'I can do this.' Because when you adopt an 'I can' mindset, your brain will start searching for solutions instead of engaging in a loop of anxiety. The second thing is agility. It's about being nimble and responsive, ready to pivot when circumstances demand it. An agile mindset allows you to navigate uncertainty with confidence.

Die Anpassungsf?higkeit bezieht sich auf den Status der Entwicklung einer Organisation. Im wesentlichen ist dies der Grad der Selbstreflexion, gegebenes in Frage zu stellen, Flexibilit?t für und Bereitschaft zur Ver?nderung. Diese F?higkeit wird im wesentlich durch die Kultur des Unternehmens erarbeitet und etabliert. Die Agilit?t ist das Instrument um die Ver?nderung. Sie wird in der Regel durch geeignete Methoden gesteuert um Geschwindigkeit und Effizienz in einem Process des Wandels sicher zu stellen. Agilit?t kann somit durch Skilling der Mitarbeiter erarbeitet werden. Kurzum, die Anpassungsf?higkeit muss top-down vom Leadership kommen und die Agilit?t bottom-up durch skilling durch die Mitarbeiter.

The emphasis on developing adaptability and agility in a technical leadership framework is paramount in an ever-evolving technological landscape. In a world where innovation and disruption are the norm, leaders who can pivot, adjust, and seize new opportunities are the ones who will thrive. Cultivating these qualities in both oneself and the team fosters a culture of resilience and growth. By embracing agile methodologies and practices, leaders can streamline processes, respond effectively to feedback, and tackle complex challenges with confidence. This dual approach of adaptability and agility equips leaders to not only navigate change and uncertainty.

In my role at Wiltshire Council, developing adaptability and agility is key to a future-proof technical leadership framework. Adaptability involves adjusting to change, responding to new challenges and opportunities. Agility means moving swiftly and efficiently in dynamic environments. I strive to embody and instil flexibility, proactiveness, and resilience within my team. Adopting agile methodologies is crucial, enabling faster value delivery, iteration based on feedback, and effective management of ambiguity and complexity. This focus on adaptability and agility is vital to navigate changes, embrace uncertainty, and capitalise on new possibilities.

It is challenging for a leader to foster continuous learning within their team amid numerous demands with aggressive and tight deadlines. However, this challenge arises when the focus is on "deadlines" rather than quality. The quality of a delivery is directly linked to the evolution of your team. Once they have the openness to test, fail, learn, and improve, deliveries will consequently become increasingly better and, I would even say, faster. Moreover, a team in constant evolution can also contribute to excellent self-esteem for the collaborators, keeping them motivated and happy with what they do.

Fostering growth and impact is essential for continuous improvement as a technical leader. Setting clear goals, offering constructive feedback, and acknowledging achievements and lessons learned can motivate both you and your team to strive for excellence. The combination of growth and impact ensures that your technical leadership framework remains relevant and valuable, not only for your team but also for customers, stakeholders, and society at large.

In the dynamic tech realm, growth is not just about scaling up but also cultivating an environment where each team member thrives. It's about nurturing skillsets, encouraging continuous learning, and empowering your team to innovate fearlessly.

To ensure my leadership at Wiltshire Council remains effective, fostering growth and impact is essential. Growth involves enhancing skills, knowledge, and performance, both personally and for my team. Impact is about applying these to effect positive change and create value. I focus on setting clear, meaningful goals, offering regular, constructive feedback, and celebrating both achievements and learning experiences. This approach not only enhances our technical leadership potential but also amplifies our influence, ensuring we continually contribute positively to our customers, stakeholders, and the wider community.

In my experience, fostering growth and impact within a technical team hinges on setting clear, impactful goals. Personal growth tied to team achievements catalyzes a powerful drive in team members. By nurturing this, we've seen not only skill enhancement but also significant contributions to our organizational mission. Encouraging this dual growth has been central to our resilience and adaptability.

One thing I have found helpful is routinely revisiting and refining our leadership framework. It's not a set-and-forget tool; it's a living document that adapts with us. This agility in our approach has been instrumental in navigating rapid technological changes, ensuring our strategies remain relevant and our team aligned with evolving goals.

Addressing the frequency of feedback could also be important – how much is too much, and what's the sweet spot for it to be effective but not overwhelming?

Exploring how to measure the effectiveness of feedback within the organization could provide leaders with tools to refine their approach.

Review and refine your framework The sixth and final step to future-proof your technical leadership framework is to review and refine your framework. Your technical leadership framework is not a static or fixed document, but a dynamic and evolving guide that reflects your current and future needs and aspirations as a technical leader. You need to review your framework periodically and assess its effectiveness and relevance. You also need to refine your framework based on your feedback, learnings, and experiences. Reviewing and refining your framework can help you ensure that your technical leadership framework is always aligned with your vision, values, and goals and that it supports your continuous improvement and development.

El ciclo de mejora contínua exige la revisión constante de nuestro liderazgo, incluso aquello que creemos que funciona bien, todo y todos somos suceptibles d emejorar, por lo que debemos desarrollar los intrumentos para poder tener una retroalimentación efectiva, dise?ar la métrica ideal para medir nuestros resultados y aplicar los métodos más eficaces para aplicar lo aprendido en la mejora de nuestros métodos

Honesty, openness and integrity are some of the aspects that is critical for success. Without these pillars most of the other components don’t necessarily work in isolation. The people we lead need to believe that the decisions we are making are for the highest good even if sometimes there might not be 100% consensus.

I grew up in Silicon Valley in the 90’s, lived in Denmark, then returned at age 31 in 2013. Taking the train to downtown San Jose and watching thousands of adults get ready for work along the tracks in the largest tent encampment in North America should make us question our definitions of leadership and the dogma of worshipping wealth supremacy within the tech world. These encampments are within walking distance of the wealthiest companies in the world who talk about disruption for a better world. Start in your own neighborhood. Ask yourself: what are the unintended consequences of my leadership? If your leadership supports systems that create poverty for most and wealth for a few, please do us all a favor and quit your job.

One of the best ways to develop yourself and your leadership skills is through self-awareness. Self-awareness takes a significant amount of vulnerability as it starts with seeking feedback from the people around you in the professional and personal environment, asking for honest and insightful feedback on what you do well and where you could improve. While it can be very confronting, this 360 feedback, if taken on board is the most transformational insight you will ever obtain as a leader.

I would strongly recommend to Embrace diversity & inclusion for technical teams. This means hiring individuals with varied background & perspectives. This would lead to better decision making & more innovative solutions.

The digital era has propelled us into a fast-paced environment where stability and predictability are increasingly scarce. In this dynamic landscape, fostering open-mindedness is crucial. Listen attentively to all ideas from your team and inspire them to explore innovative avenues. Most importantly, embody a clear vision. In my leadership experience, particularly with engineering teams, I've found that engineers and technicians thrive when guided by a captain who precisely knows the destination. Armed with a compelling vision, they can collectively chart the course and drive the team toward success. #Leadership #Innovation #VisionaryLeadership