A technical leader has their own high-level skill set and the ego strength for the inclusion of others with complementary realms of expertise.

A technical leader:

  • Displays deep technical expertise in core realms of relevance
  • Develops relevant sub-expertise in key adjacent areas critical to success
  • Has the ego strength and intellect to identify, secure, and rely on the necessary expertise and competencies of others
  • Is committed to continually developing the expertise of those within their team, embracing the near-term risk inherent in developing a strong and confident team
  • While relying on current foundations of knowledge and industry best-practice, embraces opportunities to innovate and inspire in new frontiers
  • Has the intellect and foresight to reasonably anticipate negative externalities and unintended consequences, and to manage for highest-order net impact

ARVPs

Readings

  1. Rigby, J. Sutherland & H. Takeuchi in HBR: Embracing Agile (45’)
  2. Behnam Tabrizi in HBR: 75% of Cross Functional Teams are Dysfunctional (10’)
  3. Leinwand, C. Mainardi, A. Kleiner in HBR: Develop Your Company’s Cross- Functional Capabilities (10’)
  4. Van Noorden: Some hard numbers on science’s leadership problems (15')
  5. Jake Bennet: When Engineers Become Managers: How to be a Great Technical Leader (15’)
  6. Joan Gamell: From Engineer to Manager: Keeping Your Technical Skills (20')

Videos

  1. Azizov: Leadership in science that we need now (15')
  2. How to Take Great Engineers & Make Them Great Technical Leaders, Courtney Hemphill, GOTO 2017 (48')

Podcasts

  1. Mary Meaney & Scott Keller: What Every Leader Needs to Know about Organizational Management (25’)
  2. Tilghman, G. Padbury, & J. Greenberg: Leadership and Management as a Scientist (50')

Explore other pillars