IT leaders typically begin their careers by working on a team. Exhibiting their knowledge and skill, they rise through the ranks to become managers and executives. Yet for many leaders, that urge to do some hands-on work never really disappears. Unfortunately, that’s rarely a good idea.
As a technology and business leader, it’s crucial to maintain oversight of strategic and operational priorities, says Rebecca Fox, group CIO at cybersecurity consulting firm NCC Group. Actively contributing to day-to-day project delivery or operations limits the leader’s ability to focus on the broader direction, she observes in an email interview. “While occasional involvement in details may be necessary for decision support or critical interventions, the leader’s primary role is to delegate, inspire, and drive execution.” For leaders transitioning from a subject matter expert role, mastering this shift is critical for personal success as well as the organization’s growth, Fox advises. “The larger the organization, the more essential it becomes to prioritize leadership over operational tasks.”
Danger Zone
There are three key dangers lurking for senior leaders who become too involved as active project participants, Fox says. “Perhaps most important, the project team’s autonomy is undermined, leading to constant reliance on the leader for decision-making instead of driving outcomes independently.” Another risk is that critical responsibilities outside the project may be neglected, jeopardizing broader business success and operational excellence. “Finally, the leader’s role as a strategic business partner is diminished, as they become seen as part of the project rather than a leader with enterprise-wide oversight.”
If you dive too deeply into specific projects, you risk losing sight of the overall direction your team needs to follow, warns Bill Bragg, CIO at AI technology developer SymphonyAI. “While your expertise is certainly valuable, your real strength lies in crafting strategy and growing your team and colleagues’ capabilities,” he says in an online interview. “Your goal is to remove obstacles and steer the ship toward success, growing the people and business together.”
Staying Both Above and Involved
Regular governance and trust in the delivery team is essential, Fox says. “Unless you’re a subject matter expert, active involvement should focus on two areas: ensuring that the right people are involved and validating that the project’s objectives remain relevant.” Effective governance should show when leadership intervention is necessary, such as resolving personnel issues or realigning objectives. “While cost pressures may tempt leaders to take on a contributory role without backfilling, it’s crucial to prioritize long-term project success by maintaining proper resources.”
There will be times when your expertise is crucial, or the team is short-staffed, Bragg says. “Recognizing these moments is vital to prevent burnout or mistakes within your team,” he advises. “Be sure to have an exit plan and know when to step back once the gaps are addressed.”
Participation should be as brief as possible, but as long as necessary, Fox explains. Projects and programs require clear organizational structures, and leadership involvement should last until they are established. “Leaders must also be willing to make tough decisions, such as pausing a project until the right resources are available or reallocating resources to meet business needs.”
An IT leader may not be involved in the daily activities of a project, but they should always demonstrate interest and support to their teams and peers, Fox advises. She believes that engagement comes from regular communication, visible support, and showing genuine interest in the team’s challenges and successes. “Leadership isn’t passive; it requires consistent effort to connect and inspire.”
Trust and Success
Leadership is primarily about creating the conditions for success, empowering teams, and ensuring alignment with strategic objectives, Fox says. “IT leaders must balance trust in their teams with timely interventions, focusing on outcomes over activity.” She feels that prioritizing leadership over direct contribution enables sustainable growth and operational excellence.
Maintain open communication and regularly meet with your team and other departments, Bragg recommends. “This builds trust and transparency, helping everyone understand how their work aligns with the company’s goals.” By sharing insights into strategies and priorities, the leader steadily builds a cohesive framework that highlights the value of team contributions. “Creating a cadence is important, as the group and staff events themselves become anchors for operationalizing the strategy and envisioning the future.”
A Final Thought
As an IT leader, your primary role is to steer the business technology strategy that empowers the organization’s goals, Bragg explains. “It’s crucial to foster strong relationships and open communication with leaders from every department to ensure that functional and product strategies move in the same direction,” he says. “With a bird’s-eye view of the company’s priorities, you’re in a unique position to drive alignment and facilitate the change that builds the strength to grow together.”