Adopt Real Leadership or Stay Stuck as a Manager
 Adopt Real Leadership or Stay Stuck as a Manager - Photo by Windows on Unsplash
Stop Managing, Start Leading: What Makes a Great Lead Engineer
Decision-Making, Motivation, and the Real Work of Technical Leadership
Let’s talk about decision making as a software engineer. And I mean for everyone—junior, mid-level, senior, lead, director, CTO. It doesn’t matter where you are on the ladder, you have to make good decisions. And it’s not just about what you think is right, it’s about what’s right for the company, the users, the budget, the whole ecosystem. Sometimes, that means making tough calls—like letting someone go if it’s better for the culture or the environment. It’s never easy, but it’s necessary.
The Reality of Hiring and Firing
When you’re hiring, you might think, “This person seems knowledgeable, but is that enough?” Honestly, making the right decision is never as easy as it looks. On paper, someone might be perfect. In the interview, they might nail it. But that doesn’t guarantee they’ll be a good fit in practice.
And keeping everyone motivated? That’s a whole different challenge. As a CTO, you might think, “Equity is the answer. Let’s give everyone a piece of the pie to keep them engaged.” But it’s not just up to you. If another C-level person disagrees, you can try to convince them, but you might not get your way. Sometimes, you have to keep bringing it up, week after week, if you really believe it’s the right move. The key is to understand why your perspective matters and communicate that clearly. It’s not easy, but it’s part of the job.
It’s Not About Code Anymore
Once you hit CTO level, it’s not about code anymore. It’s about understanding a million different factors. Even if everyone thinks you’re right, it doesn’t mean it’ll happen. There are boards, investors, other decision-makers. The bigger the company, the more voices in the room. So, be prepared for things to be harder than they look. The best thing you can do is have no expectations. If you expect something to happen and it doesn’t, you’ll be disappointed. So, be okay with things not going your way.
On Equity and Fairness
Let’s talk about equity—ESOP, Employee Stock Option Plan. I believe it’s the right thing for a company that wants to hire top talent. But you can’t give everyone the same amount. And if you want to keep people longer, you have to offer something, or turnover will be high. If employees see others getting equity and they don’t, it feels unfair. That’s where motivation drops, and problems start.
As a manager, if you see someone always staying late, finishing after everyone else, ask yourself: Is their workflow broken? Do they not understand the requirements? Or is it a motivation problem? Maybe they’re the only one without equity. If so, that’s a fairness issue, and you need to fix it. Fairness is crucial. A culture that isn’t fair will have issues, and you don’t want that.
Curiosity, Problem-Solving, and Hiring for Motivation
A good CTO needs to be intelligently curious—smartly curious about learning, the market, the demands. When you know the demand, you know what kind of people you need. You have to see things out of the box, be open-minded, and be obsessed with solving problems. That’s your vision. You need to eat, breathe, and sleep problem-solving.
When hiring, I like to ask, instead of “What are your salary expectations?”—“How much do we need to pay you to be super motivated and driven by what we do?” It’s a more transparent question for the long term. Motivation is key, especially in software engineering, where you need to keep learning and adapting. If you don’t have enough money, you won’t have the energy to push for what’s right, and that hurts the company.
Another question I love: “If I were your manager, what should I know about you to make sure you’re performing at your best?” Maybe you’re bored and I don’t know it. I need to know what keeps you at your best. When motivation drops, you can’t give 100 percent, and that impacts the whole company.
The Manager as Work Coach
A manager is, before anything else, a work coach. Someone who inspires the team to be better every day. If you’re not inspiring your team, you’re probably not a good manager. You have to make sure people enjoy their time at work. It’s something we forget too often, but it’s extremely important.
For every new engineer joining the team, I recommend a simple ritual: have a coffee with them the following Friday. CTO, CEO, or both—just 20 minutes, one-on-one. It’s a chance to get to know the person, make them feel human, not just a number. It should be part of the company culture. Otherwise, you only know their name, not who they are or what they like. That makes you better at running the company.
Code Is Just a Means to an End
Writing code is just a way to build something for the outcome. In French, we say, “Le code informatique n’est qu’un moyen pour parvenir à une fin.” Computer code is just a means to an end. Of course, writing good code is important, but understanding the needs of the company is more important. If you don’t get what the company needs, you’ll never know where to focus.
To be a good CTO, you need to know the big picture—the vision of the company, how technology serves that vision. That changes everything: how you hire, what you build, every decision you make. If the company wants to sell quickly, the stack and the tech might not matter as much. If they want to scale and stay independent, it’s a different story.
Communication, Transparency, and Culture
Communication is crucial, especially at the C-level. And you have to spend time with end users. If you don’t use your own product, you can’t understand what the company really needs. Always be cheerful—one bad day can impact your team for months. If you look stressed, people will feel it. Rumors start, and that’s a sign something’s wrong. Transparency is crucial, no matter the company size. Too many companies make changes without telling anyone, and it kills morale.
Prioritize what’s really important for the company. Shipping is great, but you need to understand the real priorities, even if they’re not stated explicitly. Sometimes, you have to read between the lines. What people say, what they do, and what they want are often different things.
Value employees as team members, not just hired guns. Everyone contributes to the culture. You want pluses, not minuses. If you treat people as disposable, you won’t build a strong future.
Essential Skills for Technical Leadership
Great CTOs know how to manage their ego. Humility is key. Be driven, show enthusiasm for the product, and use it yourself. I’ve worked at companies where no one used the product we were building. The C-levels made decisions but didn’t even try the product. That kills motivation.
Think out of the box. Your company is unique—develop your own language, your own culture. It’s like a family, or even a cult (in a good way). If your company has multiple floors or departments, go to all of them. Sit at different desks, see how people work. Don’t rely only on what managers report. Sometimes, teams pretend things are better than they are. You won’t know the truth unless you’re there, undercover.
Work on your reputation and know where you want your company to be. Improve every day, step by step. Managing people is complex—everyone is different, and what they tell you isn’t always the truth. In startups, people are more direct. In big companies, it’s harder.
The Vicious Cycle of Bad Codebases
Working with AI is great, but remember: a bad codebase doesn’t attract good developers. It’s a vicious cycle. Bad codebases get worse because good developers don’t want to touch them, so you end up hiring less skilled people, and it never improves. Keep that in mind.
Mondays Should Feel Like Fridays
A little life advice: Monday should feel like Friday. If it doesn’t, ask yourself what you can change. Even if you don’t love your company right now, you can always improve your perspective or make the workplace better. Don’t blame others. We’re responsible for everything that happens. Be part of the journey and take full responsibility.
Key Takeaways
- Decision-making is about the company, not just your gut. Sometimes the right call is tough, but it’s necessary.
- Fairness and transparency are non-negotiable. Unfair cultures kill motivation and drive people away.
- Motivation matters more than you think. Ask what people need to stay driven, not just what they expect.
- A manager is a coach, not just a boss. Inspire your team every day.
- Code is just a tool. Focus on the company’s needs and vision.
- Communication and transparency build trust. Don’t let rumors or secrecy poison your culture.
- Bad codebases repel good developers. Don’t let your tech debt spiral out of control.
- Humility, curiosity, and enthusiasm are essential. Use your own product, stay close to your team, and never stop learning.
“Computer code is just a means to an end.”
“A manager is, before anything else, a work coach.”
Mondays Should Feel Like Fridays
If you’re not excited for Monday, it’s time to rethink your approach. Take responsibility, make changes, and build a culture you want to be part of.
Pierre-Henry Soria
#Decision Making #Entrepreneurship #Leadership #Money #Motivation #Productivity #Software Engineering #Tech #Technical Leadership