Embracing Leadership Beyond Being the Best: Lessons from Football and My Journey as CTO

Bridging the Gap: Harnessing Leadership Lessons from Football in the World of Technology.

From a young age, I aspired to be the best, believing that excellence was the key to gaining respect and leading others. The saying "lead by example" resonated deeply with me, and I was convinced that being the best would earn me the right to lead. This belief was further cemented when I had the opportunity to learn from among the best, reinforcing the notion that excellence attracts excellence.

As I progressed through my mid-career, I soon hit a ceiling. It became increasingly challenging to outshine my peers. More often than not, I found myself being second best or just good enough to get the job done. Yet, I was consistently spotlighted to lead teams and bring my peers together to produce outstanding products. I realised there must be more to leadership than being the best.

At the beginning of my mid-career, late 30 to early 40, I learned the power of mentorship in leadership. Nurturing new talent and building a team through mentorship have been transformative. My success no longer depended on my efforts; instead, it was measured by my team's performance. Initially, it took a lot of work to hire people who knew more about the job than I did. Adjusting to the idea that I wasn't the best took time. I wondered how to lead them when they were often effectively leading, and I was there to support them.

This led me to examine my role as a CTO critically. How could I lead a team of talented, more specialised engineers who knew the technicalities better than I did? What role did I play, and did they need me?

I found valuable insights by looking at one of my favourite sports: football. As football fans might know, many successful football managers were not top players themselves. While Zinedine Zidane is a fine example of a top player turned successful manager, managers like Pep Guardiola, Jürgen Klopp, and Carlo Ancelotti were successful players but not necessarily the best of their generations. So, what makes these managers so unique in managing the best players in the world? What lessons can I learn from them in leading a talented team of engineers as a CTO?

The Measure of Success

Football managers are measured by the number of trophies they win in a season or by their teams' progress relative to the previous season. They win matches, assemble the right team for each game, and deliver effective strategies.

Preparation and Specialisation

Before match day, managers rely heavily on their assistant coaches and specialist coaches (e.g., goalie coaches) to prepare the team. Like principal engineers in a tech team, these coaches train players in their specific positions. Managers can only specialise in some aspects of the game; they depend on these experts to assist in various areas.

System, Values, and Philosophy

Besides preparation, managers instil a system and values such as discipline, teamwork, and the right mentality in their teams. Above all, they bring a philosophy and vision, integrating everything to succeed. Managers may not be the best players on the field, but they create a shared vision and strategy that leads to victory.

Parallels to My Role as CTO

I see many parallels between football managers and my role as a CTO. I realised that I couldn't code as well as most of the engineers on my team, nor could I be an expert in every issue they faced. My role is to support them, anticipate their needs, and build a cohesive team. I work hard to ensure we stay aligned with our vision, continually refining it and developing a clear strategy and system to deliver consistent results.

The "T" in CTO signifies the domain, but the real job is to be the team's Chief Servant Leader, the Chief Scrum Master. My role is to support my team, provide them with the necessary resources, and create an environment where they can excel. It's about fostering a culture of collaboration, continuous learning, and mutual respect.

The Power of Mentorship and Team Building

Mentorship has become a cornerstone of my leadership approach. By mentoring my team, I help them grow, develop their skills, and reach their full potential. This, in turn, strengthens the entire team and drives our collective success. It's about empowering others and recognising that their success reflects effective leadership.

Building a team is about hiring the best talent and creating a culture where everyone feels valued and supported. It's about fostering a sense of belonging and ensuring everyone works towards a common goal. As a leader, I'm responsible for setting the vision, communicating it clearly, and ensuring that everyone understands their role in achieving it.

Leading by Example: The Role of a CTO

Leading by example doesn't mean being the best at everything. It means demonstrating the qualities and behaviours you want to see in your team. It means being approachable, empathetic, and willing to learn from others. It's about showing that you value their expertise and are committed to their growth and success.

As a CTO, I've learned that my role is not to be the most knowledgeable person in the room but to create an environment where the most knowledgeable people can thrive. It's about leveraging their expertise, supporting their development, and ensuring they have the resources to succeed.

Conclusion

My journey has taught me that leadership is not about being the best but about bringing out the best in others. It's about creating a culture of excellence where everyone feels valued and supported. I've built a successful team and driven meaningful results by embracing mentorship, fostering a collaborative environment, and leading by example.

As football managers lead their teams to victory through strategy, preparation, and a shared vision, I strive to lead my team by providing them with the support and guidance they need to excel. Ultimately, my role as a CTO is to be a servant leader, empowering my team to achieve their full potential and driving our collective success.

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