On 4 January 2024 I was on the Leadership Pulse Podcast with Jay Sharma.
Introduction To A People-First Approach
I have spent years working as a software engineer, team lead, Virtual CTO, Agile Coach, and more. In each role, a single idea always stood out: people come before technology. Yes, new frameworks and advanced deployments may add spark to a project, but it is the people who bring ideas to life. When individuals thrive, everything else grows. That mindset drives success at every level of Tech Leadership.
While I have seen the industry shift from mainframes and slower networks to agile teams and IT Governance frameworks, one aspect remains constant. Leaders must know how to engage people. Tools will change, but collaboration and empathy never go out of style.
I once joined a mechanical engineering project filled with brilliant minds. Everyone had advanced degrees and strong coding skills. Yet, the project failed miserably. Why? The group overlooked communication. Critiques felt harsh, people avoided raising issues, and the result was chaos. This taught me a life-changing lesson: code alone does not solve big challenges. The human element defines whether a project will succeed or stall.
Below, I will share insights gathered from years of growth, wins, missteps, and plain old grit. We will look at how to embrace constant learning, face imposter syndrome, connect with mentors, and keep sanity in a profession that can easily consume your weeknights and weekends if you let it. Let us start by looking at confidence, and how a bit of nerve can transform Tech Leadership.
Building The Courage To Lead
I used to think I would be “found out” as an impostor. Early in my journey, I wrestled with self-doubt every time I entered a meeting. I worried that my perspective lacked substance, that I did not deserve a seat at the table, or that my code was subpar. Over the years, I discovered many leaders feel the same. It is common to question yourself when facing big decisions.
Why do so many in Tech Leadership grapple with this worry? Perhaps the rapid shift in programming languages, frameworks, and Project Management tools can be overwhelming. Perhaps external voices say, “You are not ready,” or, “We need more expertise.” These doubts can creep into your self-talk and slow you down.
I overcame my biggest fears through exposure to real problems. I found that stepping up to present a solution, or calmly explaining to senior management why a pivot was needed, built resilience in ways no book ever could. Over time, I also realised that “mistakes” were not always negative. They revealed hidden flaws in a plan and helped me refine my approach.
Want to tap into that courage? Start with a few tips:
- Speak Up Early: If you have a view on an idea or design, voice it before decisions are locked in.
- Ask For Input: Show that you do not have all the answers. Confidence grows when you pool knowledge from others.
- Accept Errors: Let the team see that mistakes are part of growth. This reduces tension and invites honest feedback.
- Keep A Win-Loss Record: Jot down each success and each lesson learned. Reflecting on both can spark fresh insights.
Small acts of bravery can have a compound effect. After a few months of consistent effort, you may find that your anxiety fades. You will start to trust your ability to solve tough challenges and guide the team forward.
Mentorship And Shared Lessons
Finding mentors changed my outlook. At one point, I had a manager who gladly offered guidance on difficult coding tasks. He taught me how systems worked at a low level, but he also showed that the bigger picture was just as vital. This switched my thinking from “Write code that compiles” to “Build reliable, future-friendly solutions.”
A few years later, I had the chance to chat with Rasmus Lerdorf, who created PHP. He was down-to-earth, approachable, and willing to discuss the simplest or most complex subjects. That conversation reminded me that giants in tech are humans with families, hobbies, and struggles, just like you and me.
You can benefit from mentors even if they are not widely known. Look for colleagues who have traveled the road you want to walk. Pay attention to their stories of triumph and missteps. Or, consider reading about thought leaders like Mary and Tom Poppendieck, authors of Lean Software Development: An Agile Toolkit. Their focus on removing waste, empowering teams, and respecting people has direct relevance to Tech Leadership.
If you want to go further, try being a mentor to others. By explaining your approach, you see gaps in your own understanding. Mentorship is a two-way street. It serves both the teacher and the learner.
Communication That Connects
A few years into my career, I realised I was good at lecturing but not at presenting. I could fill a whiteboard with diagrams and explain a system from top to bottom, yet I never paused to ensure the audience was engaged. Eventually, I joined an organisation called Toastmasters. That group taught me how to share ideas in a way that felt personal and inviting.
We had competitions where you had to stand up and give impromptu talks. The random topics ranged from dogs to old kitchen ovens. Initially, I stumbled, but after a while, I learned to respond with quick wit and structure. This skill translated directly into the real world: proposals, client meetings, and Q&A sessions became far less stressful.
Suggestions for better communication:
- Focus On The “Why”: It is not enough to show how something is done. Explain why it matters.
- Choose Your Words: Simple language often has the biggest impact. Readers and listeners appreciate concise sentences.
- Invite Reactions: Pause. Ask if it all makes sense. Encourage people to share ideas.
- Connect With Stories: Weave examples into your narrative. It brings technical concepts to life.
These habits will help you become the Tech Leader who can hold an audience’s attention. People will want to learn from you because they know you provide clarity rather than confusion.
Power Of Non-Blame Culture
I recall a story from my early days as a team lead. A developer was behind on tasks, constantly drifting away from his desk. The immediate reaction might have been to hand out warnings or reprimands. Instead, I chose to ask, “Is everything all right?” It turned out he had major health concerns, and his time was short.
This moment permanently shifted my perspective on leadership. Sometimes, performance issues mask deeper problems. A genuine conversation can open doors to understanding. Since then, I have done my best to hold non-blame postmortems and emphasise that mistakes happen. The goal is to see how a bug or hiccup occurred, fix it, and learn from it.
Leaders shape culture. If you punish every oversight, people hide the truth. They keep quiet instead of asking for help. This kills innovation and sinks morale. Choose to be the leader who welcomes feedback, encourages open dialogue, and sees the team as real people with full lives beyond the office.
Work-Life Harmony
The concept of “switching off” is vital. Without boundaries, the endless to-do list can intrude on your evenings and weekends. Over the years, I have seen countless bright developers burn out because they felt compelled to answer messages at all hours.
I prefer to limit after-hours contact. If a system is stable, there is no need to keep employees on call round the clock. When urgent releases or deployments are planned, team members should know well in advance. If some tasks require late nights, pay back that time in some form of flexible scheduling or extra rest.
On a personal note, my relaxation often comes through hiking. I love going out into nature. Breathing fresh air, absorbing the quiet, and clearing my head. As Tech Leaders, we need to practice what we preach. Embrace your personal interests and guard that time. Encourage your team to do the same.
Practical tips to promote work-life harmony:
- Ask About Hobbies: Discover what team members love outside work. Show genuine interest.
- Respect Boundaries: Avoid sending messages outside standard hours if it is not urgent.
- Create Options: Let people pick remote or flexible schedules when feasible.
- Model Good Behavior: Show you step away from the screen too.
This is a long journey, not a sprint. We can all reduce stress if we plan ahead, respect each other’s time, and let ourselves disconnect now and then.
Reshaping Remote Collaboration
Working from home is common. The internet now allows teams to assemble across continents. This can be freeing, but it also brings challenges. Body language and hallway chats used to reveal a lot about the team’s mood. Without an office, we can miss subtle signs of stress or excitement.
Leaders must fill that gap. I like to schedule one-on-one calls that focus on personal check-ins rather than tasks. Short, informal chats help me sense how each person feels. Some are shy, so a group call may not offer them the chance to speak. Individual time reveals far more.
It is also important to keep an “open door” policy. In a remote setting, that can mean letting people know you are available on chat for random questions or concerns. Casual conversation can still happen through virtual spaces, from Slack channels to quick Zoom calls.
Some teams set up “coffee breaks” online, where members can join a relaxed room and talk about weekend plans, new recipes, or the latest gadgets. This fosters the same camaraderie you might enjoy in person. Even short doses of real interaction can enhance trust and morale.
Technology Alone Does Not Solve Everything
Over the years, I have worked in manufacturing, finance, news, maritime operations, and beyond. Although the technology stack shifted, the root cause of problems was often the same: incomplete communication, unclear requirements, or human conflicts. Tools alone never cured these core issues.
Many bright developers see the next framework or platform as a magic fix. But I remind them that technology is only as effective as the minds that apply it. The real puzzle is how the tool meets the business need, how the team sets goals, and how leaders handle changes mid-project.
I once led a group that believed their problems would vanish if they switched from old software to a fancy new system. During the migration, the same bottlenecks appeared. We realised that the real headache was the team’s inability to share updates promptly, leaving data incomplete. No software could fix that, because it was a people problem at its core.
Agile Is More Than Meetings
I discovered Agile Coaching and Lean principles long ago. A life-changing moment came when I read about the Toyota production system. The idea of iterating quickly, removing waste, and constantly improving resonated with me. It was like a light switched on in my head.
Then I discovered Scrum, which is a framework that provides structure for sprints, daily meetings, and consistent feedback. For official references, check out scrum.org, scrumalliance.org, or scrumguides.org. Scrum was a giant leap from the old command-and-control style. Rather than writing a massive requirements document, you tackle smaller pieces in short cycles.
But remember, Agile is not just standups and post-it notes. The spirit of Agile means you value people over rigid processes. It encourages open dialogue and shared accountability. You adapt quickly and keep communication flowing. When combined with Lean thinking, you aim to cut waste and streamline progress.
Let us consider an anecdote. I once visited a company that performed daily standups by reading a script. They ticked each box but never uncovered real problems. The entire team just wanted the meeting done. That is not Agile. It is a shallow ceremony. True Agile involves sincere exchanges about blockers, progress, and new insights.
Encounter With Edge Technologies
I recall my early days working on ancient browsers with JavaScript. Back then, the code had to handle differences between Internet Explorer and Netscape. It was messy, but it sparked a joy in me for problem solving. Tech never stands still. More recently, I have dabbled in AI and machine learning, though I remain cautious about over-reliance on large language models.
Then there is edge computing, which moves data processing closer to the source. Combine that with IoT, and you have a wave of potential. Tiny devices can track everything from cargo shipments to farmland conditions. This approach can be far more flexible than sending data to a distant server. At the same time, it presents new security concerns.
Points To Keep In Mind About Emerging Tech:
- Validate The Real Need: Do not jump on new ideas just to appear trendy.
- Factor In Security: The more connected items you have, the greater the risk of breaches. Consider cybersecurity measures early.
- Prepare Teams: Offer training and practical demos. People are more open to fresh methods when they understand them.
- Start Small: Build a pilot program. Test, refine, and only then scale.
Whenever new technology appears, I step back and ask, “Does this fit our people and goals?” If yes, it might be worth exploring. If no, no need to force it.
Security: A Board-Level Matter
Cyber incidents are a massive threat. I have seen large data leaks that cost organizations heavily in legal fees, brand damage, and lost trust. Many companies still treat security as an afterthought. They believe it is a detail for the IT crew to handle. That is a dangerous assumption.
Security belongs at the top. Leaders should regularly discuss it with the same seriousness they assign to finances or marketing. One method is to adopt recognized frameworks like COBIT or ITIL, which offer structured processes for risk management. This does not need to be complicated, but it needs to be consistent.
I choose to partner with external specialists for deeper audits. There is no shame in stating you do not have the resources in-house. A fresh set of eyes can spot vulnerabilities you might miss. Overconfidence is a major risk. Even something as simple as a poorly configured remote desktop can open the door to attackers.
For me, real security is not about fear. It is about being responsible. A mindful approach to data handling, backups, encryption, and system monitoring can save you from unpleasant surprises.
Mastering The Edge Cases
Leading a team to build stable software calls for more than a “happy path.” The best code accounts for offline moments, full disks, partial data, and messed-up user input. I learned this lesson when a manager once unplugged the network cable during a demo to see what would happen. Our entire licensing setup crashed. We had planned for everything except a lost connection.
Common missed items:
- Network Failures
- Database Timeouts
- Power Interruptions
- Sudden Requirement Shifts
Ask your team, “What if everything goes wrong?” That question spurs creative thinking. Sometimes, you will not discover a hidden flaw until that cable is pulled. A robust approach starts with scenario analysis, planning, and regular tests.
This connects deeply with Tech Leadership. Leaders do not need to code every function themselves, but they do need to instill a mindset of caution and readiness in the group.
Some Quick Insights
Below are two tables that might help you and your team reflect on some core leadership points.
Key Leadership Focus Areas
| Focus Area | Description | Benefit |
|---|---|---|
| Communication | Sharing clear messages at all levels | Fewer misunderstandings |
| Empathy | Recognising personal challenges inside the team | Higher morale and trust |
| Adaptability | Staying open to changes in tech or requirements | Faster response to shifts |
| Continuous Learning | Seeking new ideas and methods regularly | Ongoing innovation |
| Accountability | Owning mistakes and successes as a group | Transparent environment |
Typical Pitfalls And Practical Fixes
| Pitfall | Reason | Quick Fix |
|---|---|---|
| Ignoring Edge Cases | Over-reliance on “happy path” | Conduct “what if” drills to detect possible failures |
| Overcomplicating Solutions | Adding needless features | Return to the problem statement and slash non-essentials |
| Stifling Feedback | Fear of blame | Host open, non-blame reviews after deliverables |
| Lack of Work-Life Harmony | Teams always on call | Provide flexible hours and planned on-call rotations |
| Superficial Agile Practices | Focusing on ceremonies only | Shift attention to outcomes, not box-ticking |
From Junior Dev To CTO And Beyond
I started as a mechanical engineering student who dipped his toes into software for manufacturing automation. That path led me to coding in COBOL and FORTRAN, forging a deeper love for how systems function. My earliest major role was in aerospace, and eventually, I moved into financial services, news agencies, and multiple tech consulting gigs.
Some roles demanded me to manage large teams, others were about launching brand-new products. Along the way, I picked up advanced IT Strategy principles, sharpened my ability to shape developer culture, and discovered the best approaches to Project Management with tools like Jira. I also dedicated time to learning about IT Governance and recognized how crucial it is for stable operations.
Eventually, I stepped into a CTO role, guiding a maritime-focused firm. I oversaw it processes, shaped data handling applications, and ensured new features met real user needs. Each leap felt both exhilarating and scary. Yet these leaps taught me that leadership is a journey of constant adaptation, anchored by empathy and open-mindedness.
Handling Big Failures: Lessons Learned
One of the largest mistakes early on was confusing lecturing with effective speaking. I could plaster diagrams on a wall and talk about logic, but my audience was rarely engaged. I tried to force my approach, which created friction and confusion. Once I recognized the difference between “transmitting info” and “connecting with people,” I saw a measurable improvement.
Another time, we introduced a brand-new web application without an exit plan. We never stopped to think, “What happens if we need to retire this or pivot in six months?” The result was a pile of unmaintainable legacy code. We eventually had to start from scratch after less than a year. That fiasco reminded me that Tech Leaders should always consider the lifecycle of their solutions, not just the immediate release.
Reflecting on these failures gave me a mental list of do’s and don’ts. It also made me more aware of the intangible elements that decide success or collapse: clarity, empathy, risk assessment, and respect for the entire chain of events that bring software to life.
Encouraging The Next Generation
Up-and-coming managers often slip into micromanagement or rely on outdated tactics from times past. Perhaps they learned from leaders who barked orders and demanded total compliance. But old methods rarely fit modern teams. People want autonomy, feedback, and genuine respect.
Coaching tips for new leaders:
- Ask More Questions: Start with “What do you think?” rather than commanding.
- Pick The Right Mentor: Seek out someone who has achieved what you want to do. Ask for advice.
- Stay Curious: Explore technology trends, read, or listen to experts in open forums.
- Share The Spotlight: If a team member shines, celebrate it. Let them present and represent the group.
- Stay Calm Under Pressure: Stress is part of the job, but your composure sets the tone for everyone else.
I once led a group of interns on a project. They had a spark of enthusiasm that revitalised me. Yet they sometimes missed the bigger picture. At certain points, I would pause mid-meeting and label it a “learning moment.” This let us dissect the situation right then, capturing fresh insights. The interns became more comfortable raising their hands. That synergy fueled better code and improved morale.
Practical Ways To Keep Growing
There is no single blueprint for success as a Tech Leader, but you can gather tactics that fit your personality. I love learning from books, including Lean Software Development: An Agile Toolkit, because it aligns with my experience in manufacturing and people-centric frameworks. Others might prefer podcasts, short online courses, or cross-functional meetups.
Consider these growth methods:
- Public Speaking Clubs: Improve your communication in safe, supportive circles.
- Cross-Team Projects: Collaborate with other departments. It expands your viewpoint.
- Industry Conferences: See what others are building. Network with peers.
- Self-Reflection: End each week with a short note on what went well and what needs refining.
- Volunteer: Offer your expertise to nonprofits or local groups. You can discover fresh use cases and meet new people.
All these steps keep your energy high and sharpen your problem-solving abilities. Growth is not a single milestone; it is an ongoing path.
Leadership And Tech Alignment
Tech Leadership cannot sit in a silo. Collaborate with finance, HR, marketing, and other parts of the company. Show them how a new software release or infrastructure enhancement supports bigger goals. They, in turn, can share insights about market shifts or user feedback.
For instance, if you plan to migrate to AWS, MS Azure, or GCP, it might affect budgets, compliance, or timelines. Strong alignment across departments avoids the dreaded “I had no idea this was happening” moment. Also, it builds trust in your strategic decisions.
When it comes to infrastructure at scale, many leaders explore Infrastructure as Code (IaC). One popular choice is Terraform, created by HashiCorp. It helps you manage and version your environment as you would manage software. This approach lowers manual errors, increases consistency, and keeps everything documented.
Tackling Edge Computing And IoT
Edge computing is a hot area. Devices process data locally, cutting down on latency. This can boost efficiency in settings like shipping, farming, and remote monitoring. Combine it with the Internet of Things (IoT), and you unlock creative solutions for everyday tasks.
I have seen organizations speed up data transfers and reduce cloud traffic by pushing logic to small edge devices. Yet each device must be secured, monitored, and updated. This is no small task. A single flaw in a connected sensor can allow intruders into your environment.
Tips to handle advanced tech responsibly:
- Plan clear procedures for updates.
- Train staff to manage unusual events or hardware glitches.
- Consider partnering with specialists who can audit security setups.
- Make sure people, not just tech, stay at the center.
Sometimes, a brand new platform is not the best path. It might create more overhead than solutions. A careful pilot can show whether your real-world scenario aligns with edge or IoT benefits.
AI And Machine Learning
AI-driven tools, especially large language models, have taken the spotlight. Leaders and developers alike see them as potential game-changers, but real caution is wise. AI can produce answers that sound correct yet are nonsense. Visual generators can miss crucial details, and chat-based systems sometimes include biases from their training data.
This does not mean ignoring AI. Instead, treat it as you would any piece of technology: weigh the pros and cons. An AI model can handle time-consuming tasks like code suggestions or data classification, giving your team more breathing space for creative work. But the final decision, the final moral or strategic call, belongs to people.
A Moment For Reflection
Leaders shape the future by guiding people. If you have read this far, you already share my belief that people come first in Tech Leadership. Tools and code create wonderful outcomes, but those breakthroughs only shine when your team feels connected, open, and engaged.
I once met a manager who loved picking the latest frameworks just to look innovative. In the end, the staff felt overwhelmed. They had to learn new systems every few months, and nothing stuck. He overlooked that synergy matters. A stable, open, supportive culture can outlast any fancy tech hype.
Yes, stepping up to lead can feel daunting at times. There will be difficult calls, nights of lost sleep, or disagreements with senior stakeholders. But those challenges also give you the platform to grow. Each crisis resolved, each conversation handled with empathy, and each victory shared with the team builds your own confidence.
By focusing on clarity, consistent communication, empathy, work-life harmony, and a learning mindset, you stand a strong chance of guiding your team through anything the tech universe throws your way.
Small Yet Vital Questions
Let us take a quick coffee-style break and ask:
- Do you have enough free time each week to disconnect from technology?
- Who do you mentor, and who mentors you?
- What small adjustments can you make today to improve communication?
- Have you run a security check on your code and infrastructure recently?
These might spark interesting thoughts or lead to changes in how you and your team operate. Even a minor tweak, like removing an unnecessary manual step, can save hours each month.
Culture Of Continuous Feedback
One of the best ways to maintain momentum is continuous feedback loops. In agile circles, retrospectives act as a chance to reflect on the past iteration. Ask “What went well?” and “What should we change?” The key is honest input from all.
Sometimes I see teams rush the retrospective. It becomes routine. That robs them of the core benefit, which is adaptation and improvement. By capturing real feedback, you can discover inefficiencies and fix them quickly.
Leaders can also gather feedback about their own performance. Are you making yourself accessible? Are you hearing your team’s concerns or dismissing them? Anonymous surveys can be eye-opening. But you must act on the feedback received, or people will not bother giving it.
Dealing With Sudden Changes
Tech can shift in a moment. You might get a new directive from the CEO that flips your plan upside down. I have encountered this scenario many times. Stress can spike when an unexpected pivot arrives mid-project.
I remember a CEO once interrupted our daily check-in to order a complete pivot. The junior developers looked panicked, as though everything they had built was wasted. I calmly explained to them that unexpected changes happen. Then I had a private conversation with the CEO, clarifying the impact of his request.
The result? We found a middle ground. We kept the core structure intact but added new features that aligned with the CEO’s sudden request. This balanced the developer’s work so far with the new business direction.
The moral: Keep calm, reassure your team, clarify the reasons behind the shift, and find ways to integrate new needs into existing progress. Your collected manner in these moments tells the team whether they can trust you in turbulent times.
Why Mentors Matter So Much
Mentors see blind spots. They have walked the path before you and can offer shortcuts around pitfalls. Early in my journey, a mentor showed me how vital deeper knowledge can be. He explained memory usage, the logic behind function calls, and the structural design hidden under the surface of my code.
Another mentor showed me that leaders are human, with day-to-day concerns that go well beyond code. He was humble about his achievements, which broke the illusion that high-level experts are untouchable.
If you have limited access to mentors in person, check online communities. Many people in leadership roles answer questions freely on LinkedIn, Twitter, or specialised forums. You may feel shy at first, but most are happy to help.
Looking Toward The Future
Where is Tech Leadership headed in the next few years? It feels wide open, with AI, machine learning, edge computing, and possibly more leaps on the horizon. I suspect we will see an even stronger demand for human-centric leadership. Teams will want flexibility, remote options, and real psychological safety.
We might witness more advanced forms of Agile or lean approaches. We may also see improved integrations between different cloud providers. Tools for containerisation, serverless architecture, and Infrastructure as Code are likely to expand, while data privacy concerns grow more pressing. The key factor remains how well we adapt.
But as I reflect on every pivot, one lesson stands above all: put people first. Technology is an incredible instrument, yet it is the team’s spirit, trust, and sense of purpose that ultimately make or break an initiative.
Jay Sharma
Jay, is a seasoned product and technology leader, and passionate coach and mentor. With over 20 years of experience in the tech industry, He has a deep understanding of the skills and knowledge that are essential for success in software engineer and product management. He is also a leadership and career coach, and he has a proven track record of helping people achieve their goals.
View Jay’s LinkedIn profile at https://www.linkedin.com/in/speakwithjay/
Leadership Pulse Podcast
You can watch other episodes of Jay’s Leadership Pulse Podcast on YouTube at https://www.youtube.com/@leadershipwithjay/podcasts
Conclusion And Final Thoughts
Leading in tech is both exciting and demanding. Balancing short sprints, rapid expansions, and occasional crises is part of the journey. Try new approaches, stay curious, cultivate empathy, and keep an eye on where you can refine processes. Over time, the synergy of these efforts produces higher-quality products, happier teams, and personal satisfaction in your leadership.
If you crave a deeper dive into guiding technical teams at scale, or you want support in navigating issues like agile frameworks or IT Governance, feel free to explore additional resources. And if you are in need of a personal sounding board, mentors are out there.
