My thoughts on leadership
Reflecting on my journey, I've transitioned from
being the CEO of my own company and the CTO for a
startup to my current role at Uber. This shift has
been a catalyst for my personal and professional
growth. The experiences and lessons I've gained have
shaped my leadership style, and I'm eager to
continue evolving in the following years.
My entry into Uber was a whirlwind of change. Moving to a new country and adapting to the pace of 'big tech' was a significant shift. My focus initially was on acclimating and understanding the company's operations.
Feeling out of place, I didn't know how to “make things happen.” I remember a specific interaction with a few senior engineers (I don't even remember what it was about). A person was speaking so confidently, and I was brand new, so I said to myself: “Well, this person seems to know what they are talking about; let's do that!” but then another engineer stepped in and questioned the entire thing sparking a discussion and flipped it all together, getting them to change direction, and my mind was blown!
These skills were different from those I had in my previous experiences. They were all in smaller settings with fewer engineers, so I had to adapt and learn.
The first couple of years went by quickly. I was engaged in learning soft and hard skills, building and delivering. I started taking on more responsibility and a leadership role. Looking back, I had a fantastic manager who cared and a lovely team.
As a team lead, I did fine. It was similar to what I was used to, with some adaptations to the environment and the people involved, but I don't think I excelled at it; there was something off. I was not authentically connecting with the team members; I learned this later.
Along the way, I met different leaders, each with a distinct style, and I started to pay attention. My most significant learning is that the people are the most essential part of a team; it is not the project or what we are doing but the people. Creating authentic connections with the team members is the key to a solid, long-lasting, highly productive team.
In remote teams, where isolation is a natural challenge, the role of a leader becomes even more crucial. Establishing direct connections with each team member and creating opportunities for team bonding is essential. This helps to bridge the gap created by the lack of spontaneous interactions in a physical office, fostering a sense of connection and collaboration.
Establishing direct connections with each team member and creating opportunities for team bonding is essential.
Creating an authentic connection with someone takes more work than just having a regular one-on-one with the person. It takes willingness from both sides to happen and a level of vulnerability that does not always come easy. But when achieved, it transforms the relationship and allows compassion to flow from both sides. At this point, it stops being just work; as a lead, you help the others willingly, setting them up for success, enabling them, and providing them with the opportunities they need. It automatically translates into the other person being more engaged and doing their best.
This is easier said than done. I continue to work on it, but I can already see the difference it makes on a team and the overall working environment.
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