Tech Career Decoded #25: Becoming a tech leader: skills, stories, and strategies

What does a modern-day tech leader look like?

For decades, the path was clear: be the most brilliant engineer in the room, the one who could solve any bug or design the most complex system, and you'd eventually be handed a leadership role. But things have changed. Today, the most successful tech leaders are mastering something far more complex: the art of strategy, influence, and human connection. 

In this edition of Tech Career Decoded, we're exploring the real side of this evolution by sitting down with two industry veterans who live it every day.

Read on to discover how the path to leadership has evolved, which skills matter most today, and what it truly means to lead in today’s tech landscape.

🚀The journey to tech leadership

The path to a leadership role in tech is rarely a straight line. For many, it's a journey shaped by varied experiences, a willingness to adapt, and a motivation that goes beyond technical mastery.

Alberto Adrián Treviño González , Global Innovation & Technology Center Executive Director at AstraZeneca , was inspired by his father, an executive at IBM. Fascinated by computers from a young age, he saw programming as more than a hobby. "When it came time to choose a professional path, I initially considered philosophy, but my father encouraged me to pursue a career in IT. I ultimately followed his advice and discovered that programming was not just a passion, but also a viable professional avenue."As his career progressed, he started looking for more stability and better opportunities. "I realized that if I wanted to support a family and ensure stability—offering a home, access to education, and medical care—I needed to look beyond software development and seek higher-level positions. This ambition drove me to pursue roles with increasing responsibility, eventually leading to my position as Tech Director."

His current role revolves around balancing long-term strategy with nurturing the next generation of tech talent. "In my experience, reaching a Tech Director role requires resilience and the ability to thrive in challenging situations. It's essential to be committed to lifelong learning and to be willing to take risks. Having a very strong motivation is also crucial, whether it’s a desire to lead, to build a successful career, or, as in my case, to provide the very best for my family."

For Mike Daley , Global Director of Technology at PageGroup , his path to leadership was unconventional. A passion for travel led him to a British Airways graduate scheme, where he moved into tech. "We rotated through roles in every team, and that has been key to my career since – I’ve been the person who places the 2AM phone call to tell the CIO the system is broken, and also the person who was told to fix the problem based on a really vague description written by someone sleep-deprived at 2AM. A broad foundation and seeing those situations from multiple perspectives helps you manage change and risk through the rest of your career."

After gaining experience in technical roles, he wanted to step out of his comfort zone and pursue a general management position. "I’d gotten too comfortable in technical roles and realized that was limiting my personal growth, my career prospects, and frankly my interest in the job – learning and changing has always been my big motivator and I’d let that muscle atrophy. It was a huge challenge to make that leap but the range and variety of work I was lucky to tackle as a result was incredible." 

As a Global Director, he focuses on giving clear direction to a distributed team and aligning technology with business needs. "To use an old-fashioned word I think I had aptitude for leading – I’d set up a theatre company in my teens, was on the committee of my university LBG Society and organized their crisis phoneline – but fitting those very raw experiences into a corporate role wasn’t an automatic transition. I was lucky that people thought I had potential, but it was coaching, application, and a determination to learn from experience that helped me steadily build the skills over time." 

💡What are the most important skills for tech leaders today?

What makes a great tech leader has completely changed. Technical skills are no longer the most important aspect when looking for a tech lead. The best leaders are the ones who can set a clear strategy, guide their teams through change, and build real connections with people.

According to Alberto, the skills he relies on have evolved dramatically since the start of his career. "Early on, my focus was primarily on technical proficiency—coding, debugging, and problem-solving," he says. "Now, in a senior leadership position, my responsibilities require a much broader skill set. The skills of fostering innovation, embracing failure as a learning mechanism, and driving transformation are particularly pronounced in tech leadership.”

From tactical to strategic thinking

Tech leadership has shifted from tactical problem-solving to forward-looking strategy and the ability to see the bigger picture. Alberto explains: "One of the most vital skills I rely on is strategic thinking. I must understand not only technical details but also how technology decisions impact business objectives, costs, and long-term sustainability.”

“Decision-making at this level is often less about choosing frameworks or solving coding problems and much more about evaluating risks, mapping out the future, and making choices that align with company vision.” (Alberto Treviño)

Human-centric soft skills 

Tech leaders must now master the human side of leadership through skills like empathy, active listening, and conflict resolution. Alberto emphasises that "communication has become crucial" for everything from influencing stakeholders to inspiring his own teams. "Building strong communication, empathy, and adaptability enables me to inspire and support individuals so they can grow, contribute meaningfully, and enjoy their daily work."

Mike offers a similar valuable leadership lesson: "Find out how people actually are, not how you think they are. When we don’t meet people with empathy, all we ever see is ourselves." This means being a leader who not only provides a vision but who also serves their teams by understanding their needs and creating a supportive environment for them to thrive. 

“Developing soft skills is essential in my leadership role, both for me and my team. It’s crucial to understand how people’s motivations and experiences differ, especially in a diverse team that spans generations, nations and demographics. Communicating well, listening with empathy, and remaining adaptable are the building blocks for supporting and inspiring people to challenge themselves, contribute meaningfully, and come to work with a genuine smile.“ (Mike Daley)

Self-awareness and emotional intelligence

The most vital leadership skills are universal: "Reading people, reframing, and being able to work with your impulses, not in service of them", says Mike. Tech leaders need to understand team needs, anticipate unspoken cues, and build a foundation of trust. These skills allow leaders to connect on a human level, guiding and motivating individuals beyond their job descriptions.

"One of the biggest challenges I’ve faced as a tech leader has been building psychological safety within my teams," adds Alberto. "In technology, where experimentation and innovation are core to success, where things change so fast, it’s essential that people feel safe to speak up, share ideas, and learn from mistakes without fear of retribution. Creating this environment requires consistent effort: listening actively, encouraging open communication, and showing that every perspective is valued."

Additionally, effective leaders must be able to step back from challenges and view them from multiple perspectives, finding innovative solutions rather than just the most obvious ones. This capability helps turn setbacks into opportunities for growth and learning. As Mike says, "Your vision should be the thing that has engaged your stakeholders both intellectually and emotionally, and that therefore works to align all your activity. It’s meant to inspire, not to specify. If it has to change day-to-day based on immediate demands, either your vision is not actually a vision – or your company has bigger problems."

The most successful tech leaders of today and tomorrow will be defined not by their technical vision alone, but by their ability to connect with, inspire, and develop the people around them.

⚠️What common challenges do tech leaders face?

Tech leaders operate in a world defined by constant change. Unlike more traditional fields, the pace of technological innovation is relentless, introducing a unique set of challenges that demand adaptability, resilience, and a forward-looking mindset.

Navigating ambiguity

The speed of transformation and the level of uncertainty in tech are much higher than in fields like marketing or finance. According to Alberto:

“Tech leaders must be comfortable navigating ambiguity and continuously scanning the horizon for new trends, disruptions, and opportunities that can fundamentally reshape our business.

Technology teams often work on problems that have never been solved before; this requires empowering people to experiment, question assumptions, and iterate rapidly.”

Bridging the tech-to-business communication gap

Tech leaders also face challenges translating complex technical information for a non-technical audience. They must be able to quickly explain new technologies and manage expectations, such as clarifying that a new tool isn't always an immediate solution for business problems. 

This is complicated by the nuances of tech projects. As Mike explains, leaders "have to navigate the oddnesses of the technicalities. ‘Thing A’ might be simple, and something ‘a bit like Thing A’ might be completely impossible or require six years and a budget of $10M. Figuring out how to get those messages across to people with experience only of using technology is much harder than when I was surrounded by people who spent their lives building it.”

Moving from doing to delegating

Another common challenge for many new leaders is learning to truly delegate. Alberto admits that early in his leadership journey, he felt compelled to stay closely involved in every task. But he realised that his real responsibility was not to do the job himself, but to empower and support his team: "Delegation means trusting my team, providing clear guidance, and accepting accountability not only for results but for the professional wellbeing of those I lead. Overcoming these challenges has helped our teams become more innovative, resilient, and engaged, and it has made me a better leader.”

🌟How can you grow into a leadership role in tech?

We asked Alberto and Mike for their advice for tech professionals aspiring to be leaders. Here's what they had to say:

“Leadership is much more than knowing the latest technologies—it’s about communicating a clear vision, listening actively, and building trust across diverse teams. Invest in understanding the motivations and needs of different generations, and learn to delegate and empower others rather than trying to do everything yourself.

Seek out opportunities that stretch beyond your comfort zone. Invest in developing soft skills like communication, collaboration, and strategic analysis. Actively participate in cross-functional projects, ask for feedback, and prioritise lifelong learning—not just in technology, but also in business, leadership, and relationship-building. Most importantly, cultivate resilience and empathy—these qualities will help you guide your team through challenges, foster innovation, and make leadership both impactful and rewarding.“

Alberto Adrián Treviño González , Global Innovation & Technology Center Executive Director at AstraZeneca

“Tech leadership is about being great at people while working with technology, it’s not about being great at technology while working around people. A database doesn’t need purpose or autonomy – but a tech team may be in desperate need of both to perform. The syntax of leadership is not something we have a compiler for – it’s about helping people achieve more by working together, on purpose, than they ever could have alone."

”If I were mentoring someone, I'd tell them to get a good executive coach and to do some improv classes. Learn how to 'dance the dance' without losing yourself. The tech field is broad, and in a general role like mine, it's just as important to learn to listen, to assess when people are on firm ground and when they're speculating, and to remember the answers!”

Mike Daley , Global Director of Technology at PageGroup

Both leaders agree that the path to a leadership role is defined by a commitment to personal growth, a focus on soft skills, and a genuine passion for developing people.

Why tech professionals hesitate to take leadership positions 

For many technical professionals, the journey into a leadership role is fraught with common fears and challenges. We asked three Michael Page experts to share their insights on what holds tech specialists back and how recruiters can help them navigate the transition.

“A common fear for many specialists is that transitioning into a leadership role means abandoning the technical work they're passionate about. Candidates often feel uncertain about what leadership truly involves, particularly when it comes to the soft skills, strategic thinking, and navigating company politics. Even highly capable professionals can suffer from imposter syndrome, questioning if they're truly 'ready' to lead, especially without formal management training. Furthermore, leadership roles are often seen as more demanding, which raises concerns about work-life balance and can cause hesitation.

The lack of a clear career path to leadership within some organisations also creates ambiguity, discouraging ambitious professionals from even considering the move. As recruiters, we try to demystify leadership by sharing success stories, clarifying expectations, and connecting candidates with companies that offer structured development programs. When candidates feel supported and informed, they are much more open to exploring leadership as a viable and fulfilling next step.“

“Tech professionals often feel that leadership is the only visible path to growth in their current company. Since they tend to be more technically inclined, with a strong focus on hard skills and limited development of soft skills throughout their careers, they may feel unprepared to lead. Those who are more open to taking on such roles usually come from environments where they were exposed to challenges that helped them develop those leadership capabilities.“

“In the first five years of a tech career, social interaction is often limited, a trend amplified by the rise of remote work. This lack of exposure can make candidates hesitant about pursuing leadership roles, as they have fewer opportunities to observe the expectations and skills required to lead a team. Additionally, some candidates opt for a more specialised path, fearing they won't be able to keep up with the fast pace of technological advancements and evolving expectations.”

Whether you've climbed the corporate ladder or deepened your technical expertise, we all have a story to share. If you're a leader, what's one piece of advice you wish you had received earlier? If you're a specialist, what influenced your decision to stay on this path? Let us know in the comments!  

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Thanks for reading! 

The Michael Page Technology team