Lead: Let grow-Grow!

A transitional journey from ‘I’ to ‘We’

Most of the Tech Leads who have been promoted to this role believe that their individual contribution was the key ingredient that helped them reach thus far. Fair enough … to a great extent it can be the truth.

However, the journey henceforth cannot be successful if you believe that those same behaviors which earned you the current role would help you grow further in your career.

You may possess the most amazing technical skills, but the building blocks of a team are not just that. You should start realizing and accepting the fact that your team’s success is what defines your success.

“No one can whistle a symphony. It takes a whole orchestra to play it.” -H.E. Luccock

So, here’s how you can transform yourself into a successful Tech Lead:

Learn the difference between I & WE:

“Talent wins games, but teamwork and intelligence win championships.” — Michael Jordan

You may be a rockstar developer but you will be more harmful than helpful if you are not helping your team to get to your level. If you consider yourself technically strong, helping others bridge their gaps is how you can show off your expertise.

Delegate slightly more than you feel comfortable:

“Deciding what not to do is as important as deciding what to do.” – Jessica Jackley

You need not prove to anyone what you’re capable of doing. You have already been rewarded for your tech prowess. Not delegating work and micromanaging people is like killing the immune system.

If you see a team member in trouble, help him/her to stand on their own feet. If you tend to grab the keyboard and do it yourself, you are slowly in the process of paralyzing them in the long run. Help team members build their immunity, contribute and grow.

Go easy on yourself. Don’t become a bottleneck by creating dependency which may even turn into hostility in due course.

Gain people’s respect not yearn for admiration:

“Admiration is a very short-lived passion, that immediately decays upon growing familiar with its object.”–Joseph Addison

Stop branding yourself as “the expert” and start building meaningful relationships. Build consensus and accept opinions. People will naturally start reaching out to you. Respect is commanded not demanded.

Step up — though there’s no fancy title/authority:

“It is not enough to stare up the steps, we must step up the stairs.” — Vaclav Havel

Take on more responsibilities, propose improvements, identify team members’ struggles — lend helping hands. Learn to lead without authority. Choose ‘influence’ over ‘authority’.

Own everything you do or don’t do:

“Leaders inspire accountability through their ability to accept responsibility before they place blame.”― Courtney Lynch

No blame games for missed deadlines, failed builds, bug creeps. You must remember that accountability is often the missing ingredient that holds teams back from achieving success.

Accept imperfection and messiness:

“Great teams do not hold back with one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal.” ― Patrick Lencioni

Prod deployments may fail, P1s and P2s may burn you out, architectural decisions may get rejected, projects you toiled for may be scrapped off. Don’t panic. Stay calm and handle situations gracefully.

Manage your manager(s):

“Keep your fears to yourself, but share your courage with others.” — Robert L. Stevenson

Volunteer to be the bearer of bad news. Accept that your manager is human, with strengths and limitations just like yourself. So, don’t throw surprises, good or bad. Shield your team from all leadership interventions by keeping them updated regularly.

Connect, Communicate:

“You can have brilliant ideas, but if you can’t get them across, your ideas won’t get you anywhere.”-Lee Iacocca

Call out the big picture and explain clearly what you want from your team. Clear and concise communication is a very important characteristic of any leader.

Be it suggestions or feedback — ensure that it is provided at the right time, with a clear context, and with the right intent. Allow team members to make smart decisions and have healthy discussions. Build meaningful relationships and rapport. Open and honest communication develops trust.

Ask for help:

“There is no weakness in asking. If we wait for someone to give us what we want, chances are we might never get it.”― Abhishek Ratna

Be it code reviews, design decisions, urgent tasks-make the team feels inclusive. It depicts your courage and strength.

“People issues” are not solely a manager’s issue:

“People are more important than things.”― Randy Pausch

Don’t shy away and write off people-related issues though you are not directly responsible. It is an investment for long-term sustenance.

The process is not overhead:

“If you quit on the process, you are quitting on the result.”― Idowu Koyenikan

Collaboratively find the right level of process for your team. Cross-pollinate best practices from/to other teams. It helps you being streamlined.

Learn and speak the language of the Business:

“The limits of my language mean the limits of my world.” – Ludwig Wittgenstein

Be the ambassador of your work and team. To be an effective Tech Lead, you will need a great relationship with people outside of the development team. They may not understand the vocabulary of a developer and talking to them in terms of frameworks, technical tools and platforms will only confuse them. Use domain terms to gain their empathy and trust.

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