[GopherCon UK 2022] Leading in Tech
Leading in Tech – Michael Cullum
At GopherCon UK 2022, Michael Cullum, Head of Engineering at Bud, delivered an engaging talk on the multifaceted nature of leadership in the tech industry. With a wealth of experience in engineering leadership, Cullum explored what it means to be a leader, the diverse forms leadership takes, and how individuals can cultivate and identify effective leadership. His talk underscored that leadership is not confined to titles but is a universal opportunity to inspire and support others, making it a critical skill for all tech professionals.
Defining Leadership: Beyond Titles and Tasks
Cullum began by tackling the elusive definition of leadership, noting that even dictionaries and academic papers struggle to pin it down. He proposed that leadership is about promoting movement or change in others, not through coercion but by encouraging and supporting them. Unlike management, which often involves tasks like hiring or performance oversight, leadership focuses on the individuals being led, prioritizing their growth over the leader’s ego. Cullum emphasized that leadership is not about issuing orders but about fostering an environment where people are motivated to excel. This distinction is vital in tech, where roles like tech leads or managers can blur the line between task-oriented management and people-centric leadership.
Exploring Leadership Roles in Tech
Leadership in tech manifests in various forms, each with unique responsibilities. Cullum highlighted mentorship as a foundational leadership role, accessible to all regardless of seniority. Mentoring, whether formal or informal, involves sharing experiences to guide others, yet the industry often falls short in formalizing these relationships. Tech leads, another key role, translate business needs into technical direction but frequently focus on tasks like project management rather than inspiring their teams. Principal or staff engineers lead by example, serving as go-to experts who inspire through technical excellence. Public leaders, such as bloggers or conference speakers, drive change by sharing knowledge, while managers and senior leaders (e.g., CTOs) balance individual support with organizational goals. Cullum stressed that all these roles, when executed with a focus on others, embody leadership.
Traits of Effective Leaders
What makes a leader exceptional? Cullum outlined several critical traits. Listening—not just hearing but understanding—is paramount, as it fosters empathy and uncovers others’ needs. Leaders must communicate clearly, giving people time to digest complex ideas, and be mindful of power dynamics, speaking last in discussions to avoid stifling input. Generating energy and inspiring others, whether through actions or enthusiasm, is essential, as is maintaining a team-oriented mindset to avoid “us vs. them” divides. For tech leaders, staying technical—within reason—keeps them grounded, while managing team stress involves shielding members from undue pressure without hiding critical information. Cullum’s “poop analogy” illustrated this: great leaders act as umbrellas, filtering stress, not fans that scatter it chaotically.
Becoming and Finding Great Leaders
Cullum concluded with practical advice for aspiring leaders and those seeking them. Mentoring others, even informally, is the first step toward leadership, while seeking mentors outside one’s company provides unbiased guidance. Observing both good and bad leaders offers valuable lessons, and resources like books (e.g., The Manager’s Path by Camille Fournier) and communities like the Rands Leadership Slack enhance growth. When job hunting, Cullum urged asking about leadership style, vision, and team dynamics, as these outweigh transient tech stacks in importance. Great leaders respect, mentor, and prioritize your growth, fostering environments where you feel valued and inspired. By holding leaders to high standards and embracing leadership opportunities, everyone can contribute to a thriving tech ecosystem.
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