In nearly all animal species that live in groups on Earth, there is an alpha leader. In animal behavior studies, they are referred to as "alphas." Humans, being one of the most socially advanced species, are no exception. Wherever there is a group of two or more people—whether it be at home, school, or at work—there will always be someone who leads the group, whether officially or unofficially.
There are countless leaders in the world. As you read this, it’s highly likely that you hold a leadership role in at least one group, whether current, past, official, or informal, whether small or large. While some people believe that leadership is a role reserved only for those who are qualified, the truth is that leadership is something anyone can step into. However, being a great leader is an entirely different story.
Humans are extremely social creatures. Our social nature has evolved over the past 200 million years, ever since the days of our mammalian ancestors. Every human is born with the potential to be a leader. We instinctively understand what makes an ideal leader by experiencing different kinds of leadership. This ability to intuitively assess what is good or bad in leadership means that anyone can take on the role of a leader and perform well, as long as they understand the responsibilities.
The reason many poor leaders emerge is because they fail to fully understand their role. It’s like a goalkeeper in soccer abandoning their goal to try and score, or a tank in an RPG trying to deal damage instead of protecting their team. Though we spend most of our lives playing roles, we don’t always take the time to carefully examine the responsibilities of those roles. Perhaps we think it’s unnecessary to go over the details. But leaders must fulfill their roles with care.
Now, I want to shift the focus to the qualities needed for a technical leader. While there are many qualities that make a good leader in general, I want to focus on the qualities that are essential for leading in the technical field. I believe the two most crucial qualities for a technical leader are:
- The ability to provide technical assistance in solving problems.
- The ability to stimulate the growth potential of their team members.
Problem Solving with Technical Expertise
The first and most important quality of a technical leader is the ability to assist in solving technical problems. I believe this is the key reason why people follow a leader. Solving technical problems is the very essence of a technical team’s existence and the professional goal of each team member. A technical leader must be able to help solve both big and small technical problems their team encounters. However, no leader can be expected to have every possible technical solution memorized, and that’s okay. A technical leader should:
- Directly provide solutions to technical problems.
- Offer meta-solutions to technical problems, guiding the team towards potential solutions.
- If neither of the above works, empathize with the frustration and participate in finding the solution.
The most essential form of technical assistance is exactly what members of a technical team desire. One of the biggest concerns I’ve heard from junior engineers is not knowing whether they’re implementing something correctly. If a junior developer is facing such uncertainty, it’s a sign that the technical leader hasn’t fulfilled their duty. The health of the team can be measured by whether or not these kinds of concerns are being addressed.
The reason I emphasize the word "technical" is because providing general help is, of course, part of being a leader. General help involves finding the right experts to collaborate with, supporting necessary tools, or acquiring sponsorship. A technical leader must add domain-specific expertise to their leadership skills. Simply managing engineers as human resources isn’t sustainable in the long run.
Stimulating the Growth of Team Members
The second essential quality of a technical leader is the ability to stimulate the growth potential of team members. Engineers, like most professionals, have a deep desire to grow. The fear of technological obsolescence is as real for engineers as it is for any other profession. Without continuous learning, engineers risk being left behind, and such a fate is often seen as a threat to their livelihood. Just as in Maslow's hierarchy of needs, the drive for self-actualization can be equated to the survival instinct in engineers. Their desire for growth is not just a lofty ambition but a matter of survival in their profession.
There are various ways a leader can stimulate growth, such as allowing team members to research their areas of interest, helping them achieve non-work-related technical accomplishments, or creating platforms for knowledge-sharing among team members. The most important thing isn’t the specific method but creating an environment that acknowledges and fosters engineers’ desire to grow.
Reflection and Continuous Improvement
When I initially sat down to write this, I considered titling the piece "How to Become a Successful Technical Leader." However, I realized that I’m not yet the epitome of a successful technical leader. I’ve made mistakes and failed to fulfill my role as a leader many times, but I’ve always been aware of where I went wrong and how I could improve. I’ve come close to breaking down several times, but with the support of those around me, I’ve been able to bounce back and keep moving forward. Each time I overcome a challenge, I feel myself growing a little stronger, and I believe that eventually, I may become the ideal technical leader I aspire to be.
Ultimately, I believe the most important quality of a true leader is the ability to reflect on mistakes and continuously seek better ways to improve. This willingness to learn and grow is what defines a leader’s true essence.
In conclusion, I hope this reflection helps you understand what it takes to be an effective technical leader—someone who can not only solve problems but also foster growth within their team.
