Dear fellow tech leaders and first-time startup CTOs,
I’ve seen my fair share of challenges, from leading tech teams at public companies to navigating the fast-paced world of technology startups.
I want to talk about something that’s close to my heart: helping first-time CTOs and tech leaders find their voice and earn the respect they deserve.
Now, I know many of you are brilliant senior developers or team leads who’ve worked your way up the ranks. You’re used to letting your code or logic do the talking, but as a first-time CTO or the highest ranked tech leader in a small company, a new skill becomes key: communication.
I’ve seen too many founders struggle to get on the same page with their first-time CTOs, leading to frustration on both sides.
Here’s the thing: as a tech leader, you bring a unique perspective to the table. You understand the intricacies of the product, the challenges your team faces, and the technical trade-offs that need to be made.
But sometimes, it can be tough to articulate these points to non-technical stakeholders. That’s where experience comes in.
I know it’s not always easy to shift from a developer mindset to that of an executive. But trust me, it’s a skill worth mastering. When you can effectively communicate your vision, strategy, and concerns, you’ll find that people start to sit up and take notice.
You’ll be able to build stronger relationships with your founders, peers, and team members, and drive better outcomes for your company.
So, let’s dive in and explore some strategies to help you talk like a seasoned CTO. I’ll share some of the lessons I’ve learned over the years, and together, we’ll work on building your confidence and communication skills. By the end of this, you’ll be ready to take your place at the executive table and lead your team to success.
Shall we?
𝗘𝗺𝗯𝗿𝗮𝗰𝗲 A L𝗲𝗮𝗿𝗻𝗶𝗻𝗴 M𝗶𝗻𝗱𝘀𝗲𝘁
- Recognize that you don’t have all the answers and be open to learning from others. You might be technically correct, but that’s not the only perspective.
- When someone shares a differing opinion, ask questions to understand their perspective
- Use phrases like “Can you help me understand your thought process?” or “I’d love to learn more about your approach”
- Avoid defensiveness or dismissing ideas outright
It’s essential to recognize that you don’t have all the answers. Be open to learning from others, even if they’re not in a leadership role. Remember, your team is full of talented individuals who bring diverse perspectives and experiences to the table.
Imagine this scenario: you’re in a meeting with your development team, discussing the architecture for a new feature. One of your junior developers suggests an alternative approach that you hadn’t considered.
Instead of dismissing their idea outright, ask questions like, “Can you help me understand your thought process behind this suggestion?” or “I’d love to learn more about how this approach would work in practice.” By showing genuine curiosity and willingness to learn, you create a space for collaboration and innovation.
I’ve seen CTOs who struggle with an inflexible mindset. They hold onto their ideas so tightly that they fail to see the value in others’ contributions.
This not only stifles creativity but also erodes trust within the team.
If you find yourself getting defensive or dismissing ideas without fully considering them, take a step back and ask yourself why. Is it because you feel threatened, or is there a valid reason to push back? If it’s the former, work on cultivating a more open and curious approach.
Seek Clarity In Communication
- Pay attention to nonverbal cues and subtle resistance to ideas
- If you sense hesitation, address it directly: “I’m sensing some reservations about this plan. What are your thoughts?”
- Encourage open dialogue and create a safe space for people to voice concerns
- Clarify expectations and ensure everyone is on the same page
It’s not just about what you say but also about what you observe and how you respond to nonverbal cues. In meetings, pay close attention to body language and subtle signs of resistance or hesitation.
If you notice someone crossing their arms, avoiding eye contact, or looking unconvinced, don’t ignore it. Address the situation head-on by saying something like, “I’m sensing some reservations about this plan. What are your thoughts?”
This opens the door for honest dialogue and allows you to get to the root of any concerns.
Creating a safe space for people to voice their opinions is crucial.
Encourage open communication by actively seeking input from all team members, not just the vocal ones.
In one of my previous roles, we were discussing a major shift in our technology stack. While most of the team seemed on board, I noticed that one of our senior developers was oddly quiet. I made a point to pull them aside after the meeting and ask, “I noticed you didn’t say much during the discussion. Is there anything you’d like to share?”
It turned out they had some valid concerns about the migration process that we hadn’t considered. By creating a safe space for them to speak up, we were able to address those concerns and develop a more robust plan.
Clarity in communication also means ensuring that everyone is on the same page. Don’t assume that just because something was discussed once, everyone understands it fully. Take the time to clarify expectations, roles, and responsibilities.
For example, when kicking off a new project, make sure each team member knows what they’re accountable for and how their work fits into the bigger picture. Use visual aids like flow charts or roadmaps to help illustrate complex concepts and ensure everyone is aligned.
Remember, as a leader, your communication style sets the tone for the entire team. If you’re open, transparent, and receptive to feedback, your team will follow suit. Make a conscious effort to create an environment where everyone feels heard, valued, and understood. Building a culture of collaboration and shared understanding that will serve your team well in the long run.
𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗲 A𝗰𝘁𝗶𝘃𝗲 L𝗶𝘀𝘁𝗲𝗻𝗶𝗻𝗴
- Paraphrase what others have said to ensure you’ve understood their message correctly
- This is especially important when there’s disagreement or complex topics involved
- Demonstrate that you value others’ input by reflecting back their key points
- Seek to understand before being understood
Active listening involves fully focusing on the speaker, using paraphrasing and summarizing techniques to confirm your understanding, showing empathy, and validating others’ perspectives, even if you ultimately disagree.
I once found myself in a challenging situation where two of my senior developers had vastly different opinions on how to approach a critical project. The discussion grew heated, and it was clear that both parties felt strongly about their proposed solutions. As the CTO, it was my responsibility to help them find common ground.
Instead of immediately jumping in with my own opinion, I gave my full attention to understanding their position. When one finished speaking, I summarized their main points as I understood them, saying something like, “So, if I understand correctly, you believe that approach A will be more scalable in the long run because of X and Y. Is that right?” This helped ensure that I had accurately grasped their perspective and made them feel heard.
By focusing on understanding each person’s viewpoint fully before formulating my own response, I was able to identify the underlying concerns and goals that both developers shared. In the end, we were able to find a compromise solution that addressed both developers’ main objectives.
This not only helped resolve the immediate disagreement but also fostered a sense of trust and respect within the team. My developers knew that I valued their input and was willing to take the time to truly understand their perspectives. It also highlighted that both opinions had valid points and weren’t mutually exclusive.
Remember, active listening is a skill that requires practice and patience. By making a conscious effort to listen actively and empathetically, you’ll become a more effective communicator and leader, capable of navigating even the most challenging conversations with grace and understanding.
𝗨𝘀𝗲 D𝗮𝘁𝗮 T𝗼 S𝘂𝗽𝗽𝗼𝗿𝘁 Y𝗼𝘂𝗿 A𝗿𝗴𝘂𝗺𝗲𝗻𝘁𝘀
- As a technical leader, leveraging data is key to persuading others
- Clearly articulate your thought process and the evidence that led you to your conclusions
- “Based on the metrics from our last release and user feedback, I believe we should prioritize X because of Y and Z”
- Be prepared to discuss the data points that influenced your decision-making
Leveraging data is key to persuading others. Clearly articulate your thought process and the evidence that led you to your conclusions.
In one of my previous roles, we were debating in a few C-level meetings whether to invest in a major infrastructure upgrade.
Some executive members were hesitant due to the time investment. To make my case, I gathered data on the current system’s performance, including average response times, error rates, and maintenance costs.
I presented a clear, evidence-based argument for why the upgrade was necessary for our long-term success. I was prepared to discuss the specific data points that influenced my decision-making and answer any questions or concerns.
By using data to support my arguments, I was able to build consensus and secure buy-in from my peers.
Remember, as a CTO, your colleagues will look to you for guidance and decision-making. By backing up your arguments with data and evidence, you’ll demonstrate your strategic thinking skills and build trust in your leadership abilities.
𝗗𝗿𝗶𝘃𝗲 T𝗼𝘄𝗮𝗿𝗱𝘀 E𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻
- Conversations should lead to clear next steps and ownership
- When a decision is reached, communicate it clearly: “Here’s what we’re going to do and why”
- If others are responsible for making a call, encourage them to do so: “Jane, I think this is your decision to make. What do you think?”
- If more time is needed, provide a timeline: “Let’s take 24 hours to think this over. I’ll follow up with my decision tomorrow afternoon”
As a CTO, your ultimate goal is to drive results and execute on your company’s vision.
When having conversations with your team or stakeholders, always steer the discussion towards clear next steps and ownership.
When a decision is reached, communicate it clearly and concisely. For example, after a strategy meeting, you might say, “Based on our discussion, we’ve decided to pursue Option A. This aligns with our long-term goals of X and Y, and we believe it will help us achieve Z. John will be leading this initiative, and we expect to have a detailed plan in place by the end of the month.”
If a decision falls under someone else’s purview, encourage them to take ownership and make the call.
Finally, if more time is needed to make a decision, provide a clear timeline and stick to it. You might say, “I understand that this is a complex issue, and we need some time to gather more data. I’ll make sure to follow up with a decision by the end of day Friday.”
By driving towards execution and providing clear direction, you’ll help your team stay focused, motivated, and aligned towards your shared goals. Remember, your words have power – use them wisely to inspire action and drive results.
A Few More Words
In conclusion, as a first-time CTO, you have a unique opportunity to make a significant impact on your organization. While the learning curve may be steep, it’s essential to embrace the challenge and rise to the occasion.
The business world moves fast, and there’s little tolerance for a lengthy learning period.
It’s crucial to sharpen your skills and adapt quickly to meet the expectations of your position. Trust in your abilities, lean on your team’s expertise, and don’t be afraid to ask for help when needed.
As you navigate this exciting new chapter in your career, keep in mind that every challenge is an opportunity for growth. Embrace the journey, and make the most of this incredible opportunity to lead and inspire your team to success.
