Prove You're Ready for Tech Leadership—Here’s How

Most developers focus on getting things done. But leaders look beyond execution—they focus on why and how their work impacts the bigger picture.

Here’s what that looks like in practice:

• Never start a task without understanding its business impact. Your work exists to serve a purpose. If you don’t know why a task is important, ask. If the business fails, your job doesn’t exist.
• Identify risks early. I’ve worked with many developers who saw potential issues but never spoke up. Complaining doesn't help. Proactively raise concerns so that the right decisions can be made.
• Communicate impact, not just execution. Don’t just say, “I fixed a bug.” Say, “I solved a performance issue that was slowing down customer checkout times.”

When you approach work this way, you’re no longer just an executor—you’re a strategic thinker. And that’s exactly what decision-makers look for in future leaders.

A leadership title sounds great, but real leadership is about influencing outcomes. You don’t need a title to lead—you just need to help people succeed.

Here’s how to step up:

• Bring order to chaos. If a project lacks direction, step in. Tell your boss, “I can coordinate the effort and make sure we hit our goals.”
• Bridge communication gaps. I’ve seen countless teams struggle simply because the right people weren’t talking. If you spot this, help: “Let me connect you with the right people to get this moving.”
• Improve the team, not just yourself. Mentor junior engineers, document solutions, and share insights that prevent recurring issues.

People naturally follow those who create clarity and solve problems.

Many engineers assume their work speaks for itself. It doesn’t.

As an Engineering Manager, I don’t always have time to track every detail. But I do notice and promote people who communicate their impact effectively.

Here’s what you can do:

• Summarize and suggest next steps in meetings. Don’t stay silent—wrap up discussions with: “To move forward, I suggest…”
• Highlight team needs with your manager. “I’ve noticed we spend too much time fixing regressions. Can we allocate more time to better testing?”
• Proactively suggest improvements. If you see gaps, don’t wait for someone else to fix them. Propose a solution and take the initiative.

The ability to articulate ideas clearly is a leadership superpower. Use it.

Leadership is tested when things go wrong. If you avoid challenges, no one will see you as a potential leader.

Here’s what you can do:

• Take on the projects no one wants. Whether it’s a painful migration or an unpredictable issue, volunteer. Break it down, make a plan, and bring order to chaos.
• Own mistakes instead of deflecting. Say: “Here’s what happened, I take responsibility, and here’s how we’ll prevent it next time.” Making mistakes only makes sense if you learn from them.
• Stay calm under pressure. When things break, don’t panic. Assess the problem quickly, focus on solutions, and keep everyone aligned.

When you consistently handle challenges well, people will trust you to lead.

One of the most valuable lessons I learned from my leadership mentor was this: Don’t just focus on yourself. If you improve your team, you become essential.

Here’s how to do it:

• Give credit generously. If someone’s idea improved your work, acknowledge it. “This wouldn’t be as smooth without Alex’s optimizations.”
• Boost morale when it’s needed most. When the team is struggling, remind them of the bigger mission. Leadership isn’t just about solving problems—it’s about keeping people motivated.
• Be a force multiplier. Share knowledge, mentor others, and remove blockers for your teammates. The more effective your team is, the more valuable you become.

People who lift others up are the ones who will be promoted. Every time.

If you want to move into a leadership role, start acting like a leader now.

When you consistently show these behaviours, management will take notice. And when a leadership opportunity arises, you’ll already be the obvious choice.

Cheers,
Gábor