“Not technical.” That was the awkward end of my disastrous six-week tenure as an engineering manager at a company I’d rather not mention (it’s not a secret; it’s just that I die a little bit each time I have to type its name)
Nearly a decade ago, my then-manager called me “not technical.” This was someone I went to work with because I hoped to learn from them. I had been a high-performing engineer for years, with a long list of technical accomplishments. So I was stunned by the accusation, and felt betrayed. I had been brought in specifically to focus on leadership and team growth, not to wade into implementation details.
The best part was the implication that I lacked redeeming qualities beyond that: “You’re not strong enough as a leader to compensate for it.”
I left that company soon after.
Looking back, I can see that the manager was almost right. I wasn’t ’not technical’. I was inexperienced and in over my head, trying hard to do what I thought was expected of me.
Since then, I’ve been an IC again, multiple times. I’ve worked hard to become a better leader and manager. I’ve read dozens of books on leadership and management, and even written a few pieces on the topic. I’ve taken courses, workshops, joined professional networks, and earned multiple business degrees. I’ve sought out mentors and coaches. Eventually, I became a CTO.
Today, I’m proud to say that I am, unequivocally and beyond debate, a technical leader. I’m not perfect, and I’m still a work in progress, but I’m much better than I was back then.
Along the way, I learned three things about being a better technical leader:
Humility matters more than expertise. When you don’t know something, say so. “I’m not sure, let me get back to you” builds more trust than a guess. Keep your word, find out, keep learning, repeat. Also, remember that feedback gets rarer as you climb. Even if you see yourself as the same approachable person you always were, your title changes how others see you. The power dynamic is always there; an approachable boss is still a boss.
Honesty beats bravado. Sometimes you need to fake it till you make it, but technical leadership isn’t one of those times. Know your skills, know your limits. Promise what you can deliver while stretching within your ability to succeed. Watch how people respond when you ask for help, and you’ll learn a great deal about your team’s culture.
Your team comes first. Look for ways to help them grow, especially where your expertise can accelerate their development. Give feedback and praise in the moment. Be generous with your time and knowledge, particularly with those who’ve helped you. Yes, you represent the company, but you’re there because of your team. Too many managers forget that simple truth.
If you’re not quite there as a technical leader yet, keep going. Growth takes time. I needed that reminder a decade ago.
¹ The original title was “I got 99 problems but not being technical ain’t one” but that felt a bit too cute for a piece about professional growth.