Since I started working, the role of leadership in technology companies has undergone a profound transformation where the idea of a lead, manager, director, VP, and CTO all mean something else from 15 or 20 years ago. Gone are the days when corporate multi-level hierarchical structures dictated that certain individuals held exclusive knowledge and decision-making power. Now, successful tech companies thrive on a culture of transparency, collaboration, and shared responsibility across all levels of a company.

One fundamental principle guiding this shift for me is the idea that nobody is above understanding what others are working on and why. A CEO, a product manager, or a developer immersed in lines of code all play a role in the company’s success. In this context, the CEO to me is not just a figurehead but also a product manager and a technical person at heart, deeply involved in understanding the intricacies of the products and technologies driving the company forward. It may be that the CEO won’t be deciding on the technology stack, but they should understand it and how it all connects together.

Similarly, the notion that technical direction should be dictated solely by leads or architects is outdated because every team member has a stake in shaping the company’s technological direction. Ideas and insights can emerge from any corner of the organization, and it’s extremely important for me that leadership fosters an environment where these contributions are valued and integrated into decision-making processes. At the very least, there needs to be a conversation at major technology forks in the road.

Moreover, the concept of a “tech company” has expanded beyond traditional boundaries. Today, virtually every company is, in some way, shape, or form, a tech company. Whether it’s leveraging technology to streamline internal processes or developing innovative digital solutions to enhance customer experiences, technology permeates every aspect of modern business. As such, the responsibility to understand the power of technology should be across all departments and functions.

Core to the above points and tech leadership is a rejection of the hands-off approach. For me to be an effective leader, I have to recognize that supporting my team requires active engagement and a willingness to roll up my sleeves and get involved, even in tasks that may be less glamorous or enjoyable. This ensures that teams remain focused and motivated to deliver results and not get distracted by tasks that I can do.

At its core, this shift in leadership philosophy for me is driven by a commitment to empathy and understanding. Leaders who take the time to truly understand the challenges and aspirations of their teams are better equipped to provide meaningful support and guidance. By fostering a culture of open communication, continuous learning, and shared accountability, I hope that leaders empower their teams to achieve better results.

I’d love to hear your thoughts on embracing this philosophy and recognizing the value of collective intelligence, empathy, and a flatter corporate hierarchy.