How can I be a leader and keep up my technical skills at the same time?
What can I do to learn leadership? Why do people see me as a leader, when I don't feel that way? If I'm a leader, will I have to boss people around? What is leadership, anyway?
Leadership is the process of creating an environment in which people become empowered. Each person is unique, so we can expect many different leadership styles, and we must be able to switch appropriately from one to another as the situation demands.
The best technical leaders have a problem-solving leadership style. They have one thing in common: A faith that there's always a better way. Their entire orientation is toward creating an environment in which everyone can solve problems, making decisions, and implementing those decisions as required to get the job done.
The most widespread and harmful myth about leadership is that only Leaders can lead, where the capital L indicates that someone has been appointed to the position of Leader. There are, in fact, many more potential leaders than Leaders. You may have no title at all, but be the one who makes your group start to function in new and more effective ways.
People don't become leaders because they never fail. They become leaders because of the way they react to failure.
If you are a leader, the people are your work. In a complex environment, even the most task-oriented leader is forced to put people first, or the task won't get done.
Power is not a possession, but a relationship. You possess expertise. Any power you get from expertise is based on a relationship between you and someone else.
The best technical leaders have a problem-solving leadership style. They have one thing in common: A faith that there's always a better way. Their entire orientation is toward creating an environment in which everyone can solve problems, making decisions, and implementing those decisions as required to get the job done.
The most widespread and harmful myth about leadership is that only Leaders can lead, where the capital L indicates that someone has been appointed to the position of Leader. There are, in fact, many more potential leaders than Leaders. You may have no title at all, but be the one who makes your group start to function in new and more effective ways.
People don't become leaders because they never fail. They become leaders because of the way they react to failure.
If you are a leader, the people are your work. In a complex environment, even the most task-oriented leader is forced to put people first, or the task won't get done.
Power is not a possession, but a relationship. You possess expertise. Any power you get from expertise is based on a relationship between you and someone else.
Your software engineering expertise would contribute no power if you lead a mountain climbing team. If your whole team consists of novice developers, your expertise will give you considerable power. If your team are also experts like you, they will pay more attention to your organizational power.
Easier said than done. Most innovators who move into leadership positions know little or nothing about organizational power. Thus, the new leader needs new powers just when technical power is about to slip away.
If people don't want your help, you will never succeed in helping them, no matter how smart or wonderful you are. Always check whether people want your help. Attempts to help are often interpreted as attempts to interfere.
Easier said than done. Most innovators who move into leadership positions know little or nothing about organizational power. Thus, the new leader needs new powers just when technical power is about to slip away.
If people don't want your help, you will never succeed in helping them, no matter how smart or wonderful you are. Always check whether people want your help. Attempts to help are often interpreted as attempts to interfere.
Effective help can only start with mutual agreement on a clear definition of the problem.
Not everyone likes being a leader, but many are slow to realize that they don't. By the time they do, they have usually lost the skills or attitudes or illusions that would let them move back to their old status. Think about why you want to be a leader, and all the assets and liabilities you have as a leader.
Not everyone likes being a leader, but many are slow to realize that they don't. By the time they do, they have usually lost the skills or attitudes or illusions that would let them move back to their old status. Think about why you want to be a leader, and all the assets and liabilities you have as a leader.
"Becoming a Technical Leader" by Gerald M. Weinberg
