In the rapidly evolving world of tech, leadership isn't just about steering the ship—it's about charting new courses through uncharted waters - sometimes on a monthly/daily basis. This was an overarching theme at our recent Tech Leaders Forum in Glasgow, where a panel of industry veterans shared their experiences and insights on the challenges and triumphs of tech leadership. As ever, it was an evening packed with honest discussion, practical advice with that all-important dash of humour to keep everyone engaged - and the panellists on their toes!

So, what were those all-powerful takeaways from this month's session?

Navigating a Post-Pandemic Paradigm Shift

Unsurprisingly, the COVID-19 pandemic has left an indelible mark on the tech industry - and on those leaders working within it - reshaping how we approach things and interact with our teams. Our panellists opened up about their biggest challenges since 2020, revealing a common thread: adapting to a hybrid work environment while maintaining team cohesion and productivity.

Martin Burns, Director of Digital, Data & Technology at Registers of Scotland, highlighted the challenge of joining a new organisation post-pandemic: "Learning a new business, forming new relationships in an unfamiliar sector, and leading a team of 300+ colleagues in a 'hybrid' world has been an ongoing challenge". His approach? Prioritising face-to-face time, both formally and informally, and maintaining authenticity and consistency in leadership. He's been fortunate enough to discover the power of 'Coffee Roulette' to forge relationships with people across the business that he may not otherwise have interacted with - providing him with an informal window into what motivates people and what they need to get the job done.

Kristina Philip, Director of Product at CreateFuture, also spoke about the challenges of scaling a team and transitioning from a hands-on role to one focused on delegation and coaching. "Identifying where my time is most impactful and valuable has been crucial," she noted. "At the end of the day, our time as leaders is finite and we need to ensure that we're providing the right level and type of support to our teams at the right time all whilst having one eye on our collective contribution to the company too. Challenging, but not impossible if you consciously take the steps and time to think about what will deliver the biggest impacts."

Having the Human Touch in a Digital World

A recurring theme throughout the evening was the importance of taking a people-centric approach to leadership. Our panellists unanimously agreed that fostering a strong team culture is paramount to success in the tech industry.

Elizabeth Hollinger, a Freelance Consultant with extensive experience in building data teams, emphasised the importance of "leading over managing." This approach focuses on empowering team members and fostering a culture of trust and autonomy. She argued that if you look at ways to actually empower your people, you'll receive so much more back in terms of quantity - and most importantly - quality of output.

Kristina also added: "Always try to lead with empathy - having it means you can really unlock what your people are motivated by. It also allows you to better recognise the challenges and obstacles that individuals need support with to become the best versions of themselves. I'd also suggest that leaders need to get comfortable with discomfort - particularly when it comes to always thinking you need to have the right answers to everything. Put simply that is impossible. Any difficult situation or person that you run into throughout your career is there to teach you something. So, take the learnings where you can."

Balancing Act: Commercial Pressures and Team Wellbeing

One of the most significant challenges for tech leaders is balancing commercial and financial expectations with the wellbeing of their teams. Martin Burns put it simply by saying, "You need to look out for the team. Ultimately, your business is nothing without its people."

He continued: "You also need to be clear on the outcomes you want to achieve. Don't be that leader that is a slave to how objectives are achieved. My advice would be that it's important to allow teams the time to innovate and explore; but with that freedom comes accountability for delivery of the desired outcome - that's where great leaders are adept at setting expectations and objectives right from the outset."

Kristina Philip added, "People and culture come first; commercial and financial success will follow if you get the first step right. You also need to hire for values and that all-important growth mindset—in my opinion, you can teach most skills with teams that have the right mindset."

The views of our panellists certainly align with the growing recognition in the tech industry that a strong, positive culture is not just a nice-to-have, but a critical driver of business success - particularly in an industry that is in a constant state of evolution.

Leadership Lessons: Do's and Don'ts

When asked what they'd like to see more or less of from leaders, our panellists offered a variety of thoughts based on hard-fought experience:

1. Authenticity is key: Martin Burns advocated for leaders to "be authentic; let people see what matters to you and what you're passionate about. Your enthusiasm is contagious."
2. Prioritise effectively: Ryan Kane, Head of UX at The Weir Group PLC, introduced the Rock/Stone/Sand analogy, urging leaders to focus on what truly matters. "Leaders should spend more time identifying and tackling the 'rocks' – the big, important tasks that drive significant value. Too often, we get caught up in the 'sand' – the small, often urgent but less important tasks that fill our days. By focusing on the rocks first, we ensure we're making a real impact and not just staying busy."
3. Choose your battles wisely: Ryan also reminded us of the importance of perspective, asking, "Is this your hill to die on?" This approach encourages leaders to be strategic about where they invest their energy and resources.
4. Plan for the future: Kristina focused on the importance of succession planning within a team. She called for leaders to ‘give trust’ rather than telling people they need to earn it. As a result, leaders can grow teams that are less reliant on them for answers, whilst giving them the autonomy to make decisions.  

The Road Ahead

As we navigate the complexities of tech leadership in a post-pandemic world, it's clear that the most successful leaders will be those who can adapt, empathise, and foster strong team cultures. The insights shared at our Tech Leaders Forum serve as a valuable roadmap for current and aspiring tech leaders.

Remember, leadership in tech isn't about having all the answers—it's about asking the right questions, fostering an environment where innovation can thrive, and always putting your people first.

As we continue to face new challenges and opportunities in the tech industry, let's take these lessons to heart. By focusing on building strong, empathetic, and adaptable teams, we can ensure that our organisations are ready to face whatever the future of tech may bring.

Check out the top three takeaways from our Tech Leaders Forum in Edinburgh earlier this year.