Becoming a Tech Lead Before the Title

Engineers focus on completing tasks assigned to them. Leaders, however, think in the bigger picture: what problem am I solving? Why is it important?

• When assigned a task, ask about the context: “How does this solve the bigger problem?”
• Look for blockers before they arise, and propose solutions proactively. For example: If you know a system rollout will depend on another team, coordinate early.
• Frame your updates around impact, not tasks: Instead of saying, “I added 3 new API endpoints,” say, “I delivered features that enable faster onboarding for new users.”

By thinking like a problem solver, you show foresight, a critical leadership trait.

If you want to be influential, you need to focus not on authority, but on trust and cooperation. You don't need to control them but to lead them, and to achieve that you need to help your peers succeed.

• If there’s confusion or friction between teams or people, step in to clarify goals or priorities.
• Create a quick guide or FAQ if you notice recurring issues across projects. Sharing valuable shared learnings shows initiative.
• Introduce teammates to others who can help solve problems. Leaders amplify everyone’s effectiveness, not just their own.

Collaboration shows you’re not just a solo contributor—you care about collective success.

Engineers often hesitate to share ideas or challenges, assuming someone else will. But leaders ask questions, offer suggestions, and advocate for better solutions.

• In Meetings: Start small by summarizing key points at the end of discussions or proposing next steps. For instance: “To move forward, I suggest we…”
• With Your Manager: Share your observations about team priorities. For example: “I’ve noticed that we’re spending extra time debugging releases. Can we allocate time for better automation tests?”
• With Peers: If you see someone struggling, offer help: “I’ve dealt with something similar before. Want to pair up for 15 minutes?”

Your voice becomes your influence. Practice using it wisely.

Big decisions often require structured evaluation.

The DECIDE framework ensures no blind spots:

• Define the problem.
• Establish criteria for success.
• Consider all options.
• Identify the best option.
• Develop and implement a plan.
• Evaluate results.

When considering a new tool or platform, use DECIDE to ensure alignment with business goals, budget, and team needs.

For your next decision, walk your team through these steps. Use a shared doc or whiteboard to collaborate.

A leader shouldn't be the star - they should make those around them better. Your peers will respect you more if they see you as a team player who lifts others up.

• Praise generously. If someone’s input improved your work, call it out. For example, “This feature wouldn’t be as smooth without Sarah’s optimization idea.”
• Offer mentorship. If you notice junior engineers struggling, schedule a quick one-on-one to guide them.
• Rally the team. If morale dips, remind everyone of the end goal. Leaders energize, especially when the road is tough.

This mindset not only earns respect—it also builds loyalty.

As you can see, you don't need a title to drive. It's about acting when others don't, influencing through collaboration, and taking responsibility for important issues.

If you speak up, take on challenges and put the success of the team first, you will naturally come across as a leader in the eyes of your peers and your managers.

Cheers,
Gábor