". . From Code to Compass . ."
I’ve been speaking to a lot of developers recently for a few projects we’re engaged in across the public sector and industry. As I am NEVER the technical guy in those conversations, I make sure I try to learn from each person I speak to. Quite often I find myself being asked for advice by developers looking to get into more leadership roles, whether as a Tech Lead or Team Lead.
For many developers, the idea of stepping into leadership can feel like a huge shift, one that moves away from deep technical work and into a world of meetings, roadmaps, and stakeholder alignment. But here’s the thing, strong leaders who understand engineering deeply are essential for driving product success.
Why Engineers struggle with Leadership transitions
A lot of developers get promoted into leadership roles because they’re technically brilliant, but then struggle with the new expectations:
- Suddenly, success isn’t measured in code quality but in team collaboration and product direction.
- Decision-making moves from technical trade-offs to business impact.
- Instead of optimising performance at the system level, leaders have to optimise how teams work together.
Making this transition isn’t about giving up technical skills, it’s about leveraging them differently.
Key shifts to make the transition smooth
1. Stop thinking only in code, start thinking in product
Engineers naturally focus on technical precision, but great leaders focus on product outcomes.
So what’s the best approach?
- Move beyond what’s technically possible and focus on what delivers business value.
- Learn to translate engineering priorities into language stakeholders understand.
- Push for lean solutions that avoid over-engineering and focus on customer impact.
2. Learn how to influence without dictating
Leadership isn’t about telling people what to do; it’s about guiding them toward smart decisions. Engineers stepping into leadership need to master:
- Clear communication, explaining trade-offs in concise, non-technical ways.
- Strategic alignment by mapping engineering work to company goals.
- Collaboration across teams. Product, design, ops, and business leaders all need engineering insights.
3. Take ownership of Engineering culture
Technical leaders shape more than just codebases, they influence team mindset, processes, and collaboration.
- Encourage open discussions on architecture, technical debt, and innovation.
- Run regular mentorship and knowledge-sharing sessions to boost team skills.
- Create an environment where engineers feel empowered to make decisions rather than waiting for approval.
Why this shift matters
Companies need leaders who understand technology but also think strategically. Engineers who transition into leadership successfully can:
Drive better decision-making at the intersection of business and technology.
Improve team efficiency without micromanaging.
Help organisations scale their engineering culture while maintaining technical excellence.
There’s a lot to think about, but I’m sure there is a lot I’ve missed out too! Having spoken with engineers of all levels, what has become clear is that becoming a tech leader isn’t about leaving engineering behind, it’s about shaping how it drives business success.
The strongest leaders are those who know both how to build great software and how to align it with company goals.
