The one leadership approach that transforms engineering teams paid Smartsheet
Servant leadership — a style that prioritizes listening, coaching, power-sharing, and collective decision-making — is critical to how I think about building and sustaining successful teams, from Microsoft to Amazon Web Services to my current role as CTO atTo be a successful coach, you need to switch from waking up in the morning and thinking about projects to thinking about people.
When I started my career as an engineer, my priorities used to be: 1) technology, 2) the business problem the technology was solving, and 3) people. Today, as an engineering leader, my priorities are the exact opposite; it's all about people. It’s easier to solve hard technical and business problems when you have the right people, and they have the right mindset. True growth and success lie in flipping the priorities.
In football, there is the main team, the practice squad, special teams, the coaches, the front office, and other employees. Each football team can be further separated into positional specialists: quarterbacks, offensive linemen, defensive linemen, wide receivers, and so on. Players need to trust each other to get their jobs done; if you don’t have an effective defense, this limits your offense’s capacity to make an impact on the field.
As CTO, I consider myself to be something like a head coach standing on the sidelines, whose real job is to hire and develop an exceptional coaching staff as well as simplify the playbook. I believe that if you focus on developing a world-class coaching staff and can help teams simplify their plays, they are much more likely to deliver peak performance and make those plays effectively.
Together, we brought the number down to low single digits. In parallel, we focused on prioritizing work and growing the team. We were able to launch the service publicly within five months of my start date. This was rewarding and impactful for me because I was able to make the team productive, and create a sense of collective accomplishment.
The natural tendency is to focus on projects your team is responsible for delivering, rather than on the team itself. Completing projects provides a very direct sense of fulfillment. Focusing on individuals on your team is a much more indirect yet higher level of fulfillment. It requires a level of self-confidence and maturity that the leader may not yet possess.
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