Evolving Tech Leadership: Navigating Change and Climbing the Ladder

How often do you think about how your leadership needs to change and evolve as you advance in your career and as the world around us changes?

This article dives into how we should be thinking as leaders about our leadership responsibilities in this changing world, rather than just considering how your company should respond and how your leadership needs to evolve and change as you change roles.

I was speaking to a client just yesterday about this - a CTO of a Fortune 5000 company, where she talked about how each time her responsibility and scope has increased during her career journey the tools she needed to get to that place no longer worked, in fact they backfired. As she’s progressed the need for diffrent leadership has also shifted. What worked 3 years ago is insufficient today. And what worked for a more junior role actually needs to be thrown out as it now causes more problems than it solves.

We often think about how tech evolves and shifts, but have you thought about it from a leadership perspective?

Each stage has its own challenges and nuances in how it should respond to the changing world around us.

Let’s start with how leadership has had to change, at all levels in just the last 25 years. In the early 2000s with the dot-com bubble burst. Between 2000 and 2002, many tech companies saw their valuations nosedive, and the industry was hit hard. Leaders of that time had to be incredibly resilient and adaptable, focusing on financial stability and rebuilding trust. This period marked a significant shift from rapid growth to sustainable business models. Leaders needed to emphasize strong financial management and clear value propositions to ensure their companies were not only innovative but also stable and reliable.

Fast forward a few years to the mid-2000s, and we see the explosive rise of social media platforms like Facebook, LinkedIn, and Twitter. This era demanded a new kind of digital savvy from leaders. Understanding the impact of social media on brand reputation and customer engagement became crucial. Leaders embraced transparency and real-time communication, engaging with stakeholders in ways that were previously unimaginable. Digital literacy became an essential skill for any tech leader, setting the stage for how companies interact with their audiences today.

Then came the global financial crisis of 2008. Crisis management skills were essential as companies faced economic downturns and the need to ensure business continuity. Leaders had to maintain employee morale and engagement during tough times, balancing cost-cutting measures with efforts to keep the workforce motivated. Effective communication and empathy were key as leaders guided their organizations through this period of uncertainty.

In the early 2010s, the widespread adoption of cloud computing and the rise of big data analytics brought new challenges. Leaders needed to become technically proficient, leveraging cloud technologies to drive efficiency and innovation. Data-driven decision-making became a core competency, with big data analytics playing a pivotal role in strategic planning. Understanding how to harness these technologies was crucial for gaining competitive advantages and streamlining operations.

The mid-2010s brought the mobile revolution and the proliferation of the Internet of Things (IoT). The widespread use of smartphones and interconnected devices required leaders to foster a culture of continuous innovation and rapid adaptation. Cybersecurity awareness also became paramount, as the expanded digital footprint increased vulnerability to cyber threats. Staying ahead of technological trends and ensuring the organization's security and adaptability were essential during this period.

In the late 2010s, advancements in artificial intelligence (AI) and machine learning began to transform industries at a rapid pace. Leaders needed to integrate AI into their strategic vision, understanding its potential and ethical implications. This required a forward-thinking approach, ready to restructure teams and push for uncomfortable changes to improve productivity. Attracting and retaining talent with skills in AI and machine learning became crucial as these technologies continued to shape the future of business.

The COVID-19 pandemic in 2020 accelerated the shift to remote work. Leaders had to quickly adapt to managing remote and hybrid teams, requiring new skills in virtual collaboration and communication. The focus on employee well-being, mental health, and work-life balance became more prominent. Leaders needed to demonstrate empathy and provide support to their teams during this unprecedented period, ensuring productivity while maintaining a healthy work environment.

Today, sustainability and ESG (Environmental, Social, Governance) criteria are increasingly important. Purpose-driven leadership is essential, with leaders needing to align business strategies with sustainability goals and demonstrate a commitment to social responsibility. Engaging with a broader range of stakeholders, including investors, customers, and communities, on ESG issues has become a critical aspect of modern leadership. This shift requires leaders to be more conscious of their organization's impact on the environment and society, driving initiatives that promote long-term sustainability.

But what are some current trends shaping tech leadership?

Remote work and virtual teams have become the norm, with many tech teams and high-value employees pushing back against returning to the office full-time. Leaders must be comfortable managing remotely, a skill that some still struggle with. This involves fostering collaboration and maintaining productivity across dispersed teams. Additionally, increasing diversity and inclusion within teams is crucial. Diverse teams have been shown to improve overall team IQ and drive innovation. However, to truly benefit from diversity, leaders must ensure it is more than just a sound bite but a reality in how their teams operate.

The reality of being a leader today extends beyond running a team and setting strategy. It involves responding to the world around you, evolving your leadership practices to embrace changes like AI and the need for diversity. For example, a leader might integrate AI tools to streamline operations, allowing their team to focus on higher-level tasks. Simultaneously, we all need to create an inclusive environment where diverse perspectives are valued and integrated into decision-making processes. This has been rising in importance for 20 years, but today you can no longer afford to ignore this. The companies that do suffer huge reputational damage, but also don’t flourish in the medium term.

These changes necessitate a new approach to leadership. Leaders must be adaptable, forward-thinking, and empathetic, continuously evolving to meet the demands of an ever-changing technological landscape. Embracing these challenges and opportunities will define successful tech leadership in the years to come.

Leadership is not static; it's a journey that evolves significantly over time. As you progress in your career, the responsibilities and skills required change dramatically. Let’s break this down, starting from your first leadership role and moving through to senior executive positions.

Taking on your first leadership role, often as a team lead, is a major shift from being an individual contributor (IC). The initial challenge is the mindset shift. As an IC, your focus was on your own tasks and output. Now, as a team lead, your success is measured by your team's performance. This requires balancing hands-on work with leadership responsibilities, which can be tricky. For example, you might still be involved in coding or project development, but now you also need to ensure your team is productive and motivated.

Effective communication and delegation become crucial. You need to articulate clear goals and expectations while empowering your team members to take ownership of their tasks. Additionally, your now responsible for navigating the evolution of tech. For instance, if your team is transitioning to a new technology stack, you need to guide them through this change while ensuring ongoing projects are not disrupted.

Adapting to remote and hybrid work models has become increasingly important. As a new leader you’ve got to know how to engage a remote or hybrid team. It is no longer acceptable to say ‘I work best in person’ - that might be true, but the reality is that more and more teams will demand remote opporutnities. Some people want to return to work, but when we get out of the current over-stocked talent pool and the hiring pool gets more sway in negotiations that it does today, you’ll find that great talent may well ask to be remote and you need to know how to deliver success when some of the team isn’t in the office. We’ve also seen a huge shift over the last few decades to offshore teams - these may be onsite in a different location, but they still need to be managed and if you are in a different site that’s on you.

As you grow into a managerial role, your focus shifts from personal output to team output. This means developing your team members and recognizing their individual strengths, making sure they are each taking on work that works well for their specific skillset and passions - that’s where great outcomes really happen. And of course this is also where you’ll start handling performance issues, and need to start dealing with morale and conflict.

But the more senior you become you’ll realize you stop spending so much time on the individual. As you start managing managers, they’ll take on the matching of work to specific skillsets, and it can be tempting to interfere with this and fall into the trap of micromanagement. Suddenly your focus becomes coaching a manager in how to do what you did in your previous role. Transitioning from managing individuals to managing managers is all about you delegating responsibility and trusting your managers to handle their teams. Your focus shifts to strategic alignment and organizational goals. Ensuring your team's work supports the company's objectives becomes your primary responsibility.

You’ll spend more time on interpreting strategy and ensuring each of your managers knows that their entire team needs to deliver to make that happen. You move your focus away from individual performance to team performance. Performance issues are now around how your managers are managing their teams. You now get brought in for individual issues only when things get really bad. But morale is now a key game-changer in how you operate. You’ve got to get your managers onboard with the vision of the strategy you’re all rolling out. They need to get buy-in from their ICs, which means you need to show them how. You’ve got to translate a fairly broad vision into sommething specific that energises each team. What works for the company and excites at a company level often doesn’t excite the IC. It’s now your job to help your managers translate this.

Next you’ll move into a role that’s all about strategy. Depending on the size of the company, this might be a VP, an SVP, or a C-level. The further up you go, generally speaking the higher level you’ll be thinking in terms of strategy and you’ll be concerned less about execution.

In senior leadership and executive roles, you manage experienced leaders and focus on strategic vision. Setting a clear vision and aligning your leadership team with this vision is crucial. You are responsible for overall strategy and company performance, balancing short-term goals with long-term vision.

You’ll spend more and more time interfacing with teams who don’t understand what you’re ICs or even managers actually do. Almost every client I’ve ever worked with has at some point expressed intense frustration about working with another department in their organization, and how they don’t understand what their team does. This is now on us as leaders of big teams and developers of strategy. You’re here to make sure teams work well together and to be the glue that sticks the organization together. You have to think and operate differently.

Challenges at this level include high-stakes decision-making, maintaining company culture, and navigating complex organizational dynamics. Essential skills and tools for senior leaders include executive coaching, leadership development programs, and strategic planning tools.

It’s now your job to adapt the company to the evolving tech landscape and feed this into the corporate strategy. For example, understanding the implications of AI and machine learning on your industry and integrating these technologies into your strategic plans can provide a competitive edge.

As a leader you need to evolve personally and professionally as you move through different stages of their careers. The journey of leadership isn't just about climbing the ladder; it's about growing with each new challenge and adapting to the ever-changing landscape of the tech industry.

So, how you can effectively respond to change in new roles and tackle external changes, even when the future is uncertain?

1?? NAVIGATING TRANSITION

Taking on a new role is always a blend of excitement and challenge. The key to navigating this transition successfully lies in your ability to adapt and learn quickly. When you step into a new leadership role, it's crucial to establish your credibility and build trust with your team right from the start. This means clearly communicating your vision and expectations, while also being open to feedback and willing to listen to your team's insights.

For instance, when you become a team lead for the first time, you might face resistance from team members who were previously your peers. It's important to address this head-on by fostering an inclusive environment where everyone's opinions are valued. Sharing your own journey and being transparent about your learning process can help bridge any gaps and build mutual respect.

2?? BALANCING RESPONSIBILITIES

Another critical aspect to be mindful of. As a new leader, you're likely to be juggling hands-on work with your new managerial duties. Setting clear priorities and managing your time effectively are essential. Tools like project management software can help streamline tasks and keep both you and your team on track. Moreover, delegating tasks is not just about offloading work; it’s about empowering your team members to take ownership and grow in their roles.

3?? NAVIGATING THE TECH LANDSCAPE

Navigating the tech landscape adds another layer of complexity. For example, if your team is adopting a new technology or transitioning to a remote work model, you need to guide them through this change while ensuring ongoing projects stay on course. Hosting regular check-ins and providing training resources can help your team adapt smoothly. Remember, your role is to be the anchor during transitions, providing stability and direction.

The tech industry is renowned for its rapid pace of change. As a leader, you must be prepared to respond to external changes, often with little warning. This requires a proactive and flexible mindset. Staying informed about industry trends and emerging technologies is crucial. Engaging in continuous learning through courses, industry conferences, and networking can help you stay ahead of the curve.

When faced with unexpected changes, such as a sudden market shift or a technological breakthrough, your ability to pivot quickly can make all the difference. For example, the COVID-19 pandemic forced many companies to transition to remote work overnight. Leaders who were quick to adapt by implementing remote collaboration tools and ensuring robust communication channels were able to maintain productivity and support their teams effectively.

4?? PREPARE FOR THE UNKNOWN

One of the best ways to prepare for the unknown is to build a resilient and adaptable team. This means fostering a culture of continuous learning and encouraging your team to embrace change. Regular training sessions and workshops on new technologies can keep your team agile. Creating an environment where experimentation is encouraged and failure is seen as a learning opportunity can also help your team become more resilient.

5?? EMPLOYEE WELL-BEING

Additionally, maintaining a strong focus on employee well-being is essential during times of change. Changes can be stressful, and it's important to support your team through these transitions. This might involve providing mental health resources, promoting a healthy work-life balance, and being attentive to individual concerns.

Leadership is about more than just steering the ship; it's about preparing your crew for the storm and navigating through it together. By staying flexible, proactive, and supportive, you can lead your team through any external changes that come your way, ensuring both personal and organizational growth.

As we wrap up, remember that tech leadership has evolved over the past two decades, from the dot-com bust to the rise of AI and remote work. These changes have shaped the necessary skills and mindsets for effective leadership. This shift in leadership responsibilities as you progress in your career, from team lead to senior executive roles, highlighting the need for continuous adaptation and learning.

Evolving as a leader involves embracing both industry changes and personal growth. This dual challenge requires flexibility, continuous learning, and a commitment to building resilient teams.

And I would love to hear how you're getting on in your journey to embrace these changes. If you're feeling stuck, drop me a DM on LinkedIn—I respond to all of them.

If you need tailored advice, book a call with me, and my team will be happy to help.