Why Senior Managers Should Not Be Hands-On
TL;DR: If you are employing or hiring a senior hands-on manager, you are doing your company a disservice.
Disclaimer: While the article uses CTO and VP of R&D as examples of senior management roles, and Software as a use-case for an industry, the idea holds true for senior management in any field.
When people asked me if I was hands-on in my senior R&D management roles, I answered Yes. I am fully hands-on, in Leadership. I am 100% hands-on in amplifying those around me and enhancing the performance and quality of both my team and my company. I am 100% hands-on in ensuring the architecture is sound, and that processes and mindsets are of high quality to deliver maximum value with minimal waste. I am 100% hands-on in hiring the right people and empowering them; ensuring their retention, motivation, and continuous improvement. I am 100% hands-on in meeting the R&D requirements outstandingly. However, I spend 0% of my work time writing code.
Reconsidering the notion of a Hands-On CTO
Good leaders are amplifiers of their people’s quality and performance. As such, wouldn’t the business want them to invest as much of their time in having a number of people’s productivity increase?
Given their extensive experience in the field, strong senior R&D managers are often proficient in architecture, best practices, and overall R&D processes. Therefore, wouldn’t it be beneficial for the business to have them available to lead or oversee these critical aspects in high capacity?
Given that writing good code is a skill widespread among software engineers, why deprive proficient staff members, who are in good shape with this skill, of this work, while also preventing your leader from fulfilling the role for which they are the only one officially titled and proficient?
Seeking a hands-on CTO to lead a team of developers? Consider referring to them as a Team Leader or a Technical Leader, rather than a CTO. I’ll explain why shortly.
If you’re a pre-seed company seeking a hands-on CTO Co-Founder due to budget constraints, refraining from labeling them as a CTO and instead as a Software Developer would be more accurate. This approach can also prevent potential near-future unpleasantries when you realize your CTO may not have the caliber to support your fundraising efforts, nor be a proper leader in the further scaling of the R&D.
In either case, an individual with a hands-on mentality/skills might not serve well as a CTO/VP of R&D in the mid to long term, and even in the short term, it’s questionable.
“Hands-On CTO” as a Red Flag
A red flag for the company: Why would employing a senior R&D manager whose codes may be a sign of incompetence? Assuming your hands-on manager demonstrates a level of coding akin to a senior developer (if not, it exacerbates the issue), it begs the question: how come? Maintaining proficiency in coding demands consistent practice, so what was in the previous roles of your CTO that afforded them the opportunity to code extensively? It suggests they either lacked the necessary delegation skills for senior R&D management or lacked the experience in a true CTO role.
A Red Flag for the Candidate: Some job descriptions for senior R&D management roles mention a “hands-on mentality/ability/willingness” as a requirement. In such instances, candidates should take heed and question the true nature of the position. Is it a case of a grand title but uncorrelated responsibilities? Or does the management fail to appreciate the value of having their manager solely focused on leadership duties?
Q&A:
Q: How can you lead R&D without being familiar with the code?
A: While staying proficient in coding necessitates regular coding opportunities, possessing architecture skills and knowledge of best practices requires experience. Assuming there are no team leaders in between, a good CTO is someone who can quickly dive into any technical matters. You don’t need to review lines of code to assess quality or identify faults in software; there are numerous other methods to achieve this.
Q: What if I am pre-seed and unable to afford someone to code, but I require a CTO title for fundraising purposes?
A: As previously mentioned, a CTO who is still adept in coding may not be skilled or experienced enough to fulfill the role adequately, and this oversight will cost you. If you’re unable to invest or recruit a few thousand to hire a senior developer (e.g., in Eastern Europe) to complement a true CTO and produce superior software efficiently, it may be wise to reconsider your readiness to launch a startup.
Q: How can managers who aren’t adept in coding hire someone who is? How can they evaluate their coding skills?
A: Easily.
So if you are employing or hiring a hands-on CTO/VP of R&D, I encourage you to reconsider. This position can significantly benefit your company if approached correctly.
Do Leadership.
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Interested in delving deeper into this topic or need personalized guidance? Reach out to me at orenykb@gmail.com for dedicated consultancy tailored to your specific needs. I’m here to support you on your journey.
