Leadership and management based on technological advancements

Leadership and management based on technological advancements

What characteristics are ideal for high-tech company management or leadership? Is it a high level of technical expertise? Or perhaps it's the ability to strike up conversations with anyone and persuade them to do what you want? Getting people to do what you want through the combination of intimidation and begrudging respect that comes with authority There could be about as many possible responses to this question as there are people to ask it.

Many people and experiences have affected how I approach management and leadership. My professional life began in the Midwest, in a string of top-down, old-school industrial firms. I used to believe that obeying authority and doing as you're told were just part of conducting business. This doesn't inspire much initiative or critical thinking, but I assume in traditional businesses, an entry-level worker wasn't expected to do much of either. The prevailing model of leadership at the time was "speak when spoken to, and do as you are told."

Everything changed for me when I made the transition into high technology and began working at Hewlett-Packard. What I have to say genuinely matters to you. If it's important enough to be examined, you want me to take the lead on it and make a judgment that's likely to be accepted. What a shock it was to consider treating workers as valuable individuals who have time on their hands and the potential to make significant contributions to the company's success. 

The HP model taught me the value of empowering employees and delegating authority as far as possible inside an organization, where the experts on any given issue are most likely to be found. When I think about the impact of HP's core values—respect for the individual, thorough and methodical hiring with cultural fit as a major factor, slow and considerate firing, decentralizing decision-making, keeping teams small, and acknowledging that senior executives are "just people too" no pedestals I am continually amazed. Employees were extremely loyal because they believed they were a vital part of the company's success and were treated as such by the company's rules. 

Despite HP being an $8 billion multinational firm at the time, HP, like any other corporation, had its share of flaws, and those flaws, together with poor leadership, are partly to blame for the company's current decline. But the aforementioned policies helped HP achieve phenomenal success over the course of 60 years; it's a shame that the once-great firm has gotten off track in recent years.

The value of hard labor is another crucial aspect of management and leadership in software and high-tech businesses. Our industry is too dynamic for us to remain still for very long. The company's leadership determines the culture. When leaders aren't making a visible effort to participate, it's obvious to the rest of the team. A very disturbing message is sent down the ladder about what is valued, what it takes to progress ahead, and "get some for yourself" when the CEO is bringing home several hundred thousand dollars (or millions) and looks to be doing it by just enjoying the good life. This isn't the ideal method to foster a winning culture that values teamwork.

This week, a cab ride I took from the airport left an impression on me. The cab driver was originally from Eritrea, an African country in the east. Conflict, military coups, and widespread corruption have all plagued his homeland. He brought his wife and two young children to the United States on essentially nothing more than the clothes they were wearing. I didn't understand a word of English. His first job was at a car wash, which is near the bottom of the American employment hierarchy. He was forced to learn both English and Spanish simultaneously. 

Now he's a cab owner with a family of four. He still puts in long hours; he picked me up from my house at 11 o'clock at night after having been at work since 7 a.m. But he never seems to have any complaints. He values his opportunity to visit the United States and is deeply in love with it. His two daughters are the latest UCLA acceptees. It's a timeless American story that reflects the experiences of many Americans with ancestry in other countries. 

You know what else? That cabbie is a true leader in my book. His kids must admire him and be grateful that dad worked so hard so that they may have a better life. I have no doubt that they are fiercely loyal and will go to any length to earn his respect and satisfaction. He has been an inspiration to all under his charge, modeling selflessness, tenacity, and a can-do spirit. A powerful leader in the tech industry exemplifies these similar attitudes and qualities.

In conclusion, then, what characteristics mark out exceptional high-tech leaders? I envision someone who is highly intelligent but also compassionate and understanding. Someone humble enough to see talent, trust his employees to do their jobs, and encourage risk-taking and failure without fear of repercussions A role model in terms of their work ethic, intellectual integrity, and perseverance. 

A manager who knows the value of sharing the spotlight with their team members One knows that short-term earnings are crucial, but long-term gains require treating people as more than just another expense, like an office chair. Excellent management is the foundation for a successful business. Extremely unusual. Please tell me about that person if you know of one. Please share your thoughts with me.