The Big Leagues

Senior Manager’s Role in Technology

Senior management roles in technology vary significantly depending on the company size and structure. The chapter breaks down typical functions and roles which technology senior managers might hold:

  • Research and Development (R&D): Focused on experimental, exploratory projects.
  • Technology Strategy/Visionary: Blending business growth with evolving technology.
  • Organizational Management: Structures the teams to optimize productivity and project alignment.
  • Execution: Ensures projects are prioritized and progress towards completion.
  • External Technology Representation: Represents company technologies in client interactions and public presentations.
  • Infrastructure and Technical Operations Management: Oversees the company’s technical infrastructure with a focus on cost, security, or scalability.
  • Business Executive: Balances internal technology needs with overall business objectives.

These roles can mix, and the chapter details combinations observed in different organizational setups.

Distinguishing VP of Engineering and CTO

The chapter contrasts the roles of CTO and VP of Engineering, noting that while both are pivotal, the VP of Engineering often handles day-to-day team operations and process optimizations, whereas the CTO is more strategically involved in aligning technology with business goals and often holds a broader visionary role.

Leadership Qualities and Team Direction

The chapter emphasizes a senior manager's ability to guide the company strategically and make decisive choices without complete information. Good senior managers must be versatile in gathering and synthesizing information, nudging teams towards goals, and crafting a role model for the corporate culture.

Strategy Setting and Communication

Having a sound technology strategy is crucial. Senior managers should engage in extensive consultations with their teams and executives to devise strategies that align with the company’s growth and operational directives. Communication, especially about changing priorities and strategic directions, should be clear, repeated, and directed both upwards and downwards to ensure alignment throughout the organization.

Handling Sensitive Situations

The ability to handle and communicate sensitive decisions, such as layoffs or strategic pivots, requires direct, honest communication and should be tailored to individual interactions as much as possible. Senior managers must manage their approach carefully to ensure they demonstrate support for the company’s decisions while maintaining trust and morale within their teams.

Personal Development and External Relations

Senior managers should continually seek improvement and feedback from outside the company. This could include engaging with peer networks or hiring a professional coach. These relationships are vital for gaining new perspectives and enhancing decision-making capabilities as they progress in their senior roles.

Conclusion and Self-Reflection

The chapter concludes with questions that senior managers should regularly contemplate to assess and refine their leadership approach. This includes evaluating relationships within the team, understanding the business’s trajectory, and reflecting on their role as a model within the company.