Leadership is similar to engineering.

Leadership perspective:

Leaders need to unite around the why that is their mission during times of uncertainty. First, they must understand users to solve their problems. These principles of why-what-how also apply to management, especially during turbulent times. While it’s easy to overlook the why in times of uncertainty, it is critical to guide its course. The why helps to clarify what is needed and how it can happen. The why gives the team a sense of purpose. Friedrich Nietzsche said that “He who has a reason to live for can bear almost anyhow.”

A straightforward mantra has guided my leadership perspective over the past decade: Start with why. This mantra is inspired by Simon Sinek’s book of the same name. When I was an engineer, the key to solving any new problem or creating new features was to start with why. For example, to understand the users’ pain points and define the success criteria, we must start with why. Then, we could limit the functionality (the who) and develop a plan for the product’s development (the how). I discovered these principles as I became a leader and learned that they also apply to management, especially during turbulent times.

Like many other companies, my company faced the consequences of a global epidemic. It forced us to reevaluate both our short-term and longer-term success criteria. We realized that our purpose is to empower data scientists in building innovative data pipes to solve the most significant analytics problems of our generation. This clarity, our why led us to retool our what across the company. We retooled our go-to-market strategy, product roadmap, and investment model. It has allowed us to weather the storm.

Leadership is to think properly before you try to solve the problems in your industry or company, leaders discuss with your team why you are there. Ask yourself, “Why will I succeed?” Your answer will determine what is most important and your medium-term goals. Use these three fundamental principles to help your team feel connected, affirm your beliefs, and keep your business on track.

Anchor your business and team with the why

Without all your employees believing in your strategy, it is pointless. Before we hired our first team member, my co-founder and I focused on design for three years. While it was hard work, we eventually realized that data engineering would be the key to modernizing enterprise intelligence. ezposting Data Ops would become the standard for data engineers. It was the basis of our activities over many years. We saw opportunities to grow our business and made some go-to-market and product decisions that you did not always align with our why.

Macroeconomic uncertainty made it necessary to make smarter decisions about where and how to invest our energy. Therefore, it was crucial to reaffirm our points of view and ensure that they were distinct. There are many opinions in the industry regarding the importance of the data engineer role. Others might view it as a minor roadblock in the more significant task of data science adoption. Some may see this as a design problem and not a life-cycle issue. It’s fine! While we are not trying to change anyone’s mind. A team member does not believe in our why.

Then why should guide ground leaders and their teams as they execute a plan? If you are faced with a problem or lack of confidence, the why should be your first choice in leadership. It will help you keep your teams focused and aligned when faced with adversity.

Be content, but not unanimity about what

Every day, we are focused on the results. I often ask myself and others, “What should you do?” “Are we achieving it?”

It is not easy to see the solution because there are multiple ways to approach a problem. Although it is beneficial and essential to listen, you as a leader must make the right decision. You cannot use multiple solutions to achieve the same goal. Leadership imposes that a leader must decide which option is best for the team and then work to get a consensus. You will have contrarians. Let them know that you are open to changing your mind and promise to reconsider your decision regularly to ensure it is the best.

In times of rapid change, what may seem mainly amorphous at first can become a reality. However, leaders must be decisive even in moments of uncertainty. For example, we needed to respond quickly to the pandemic. I believe that leaders should be flexible to meet current needs and look ahead to how future needs might change. Think like an engineer, and you can pivot as necessary to overcome obstacles or learn new things. Leaders might face budgeting challenges, changing industry conditions, or prioritizing new vital results.

Your team shouldn’t be told how to do their job.

A great leader doesn’t give instructions on how to do things. When you describe the methods for success, you’re taking responsibility for the win and victory of others. Employees might approach a task differently from their leader if they mimic the leader’s method. Uncertainty can make it difficult for employees to think for their reasons.

Instead, leaders need to be focused on the how and why. Keeping your eyes on the strategy and the outcomes you desire allows for clear direction. However, it is important not to micromanage execution. Teams can innovate when leaders aren’t involved in the performance.

Stream Sets supports the data engineer as a top priority. So, our product team mapped monthly releases that focused on features and user experience that data experts love. Next, our marketing team interviewed data engineers and provided them with all the resources needed to succeed. Next, our sales team educated all the data champions about how to support the whole team. Finally, our customer success team developed a new Academy for self-directed training. As a result, our employees came up with innovative solutions to the pandemic’s problems while remaining authentic to the why.

The innovation, which allows you to choose how crucial is it, will help you get why. Employees can be creative and come up with innovative approaches or new ways of approaching a project. It is a powerful way to unleash creativity. People don’t come to work for the why; they stay for how.

Conclusion:

The framework is a crucial part of leadership philosophy. It helps me see the bigger picture and draw upon my engineering background to reflect on our goals. Then, I can arm my employees with the tools they need. While you become more productive with what, you will also be smarter with the how. However, it all comes down to why.