5 Core Leadership Principles

<aside> <img src="/icons/drafts_gray.svg" alt="/icons/drafts_gray.svg" width="40px" /> This document outlines 5 Core Leadership principles that deeply resonate with me.

If you would like to go on a more pragmatic level and see how these principles manifest in day-to-day scenarios, please refer to this other page:

Work with me - Adrien Rahier Cheat Sheet

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Audio version of this article

1. The best leaders are coaches

Drawing from a sports metaphor, I like to think of great leaders as sport coaches: they mastermind strategies and run team practices. However, such individuals also understand it's the team that carries the game on the field. Hence he or she focuses less on the personal spotlight and more on cultivating the collective spirit!

Being good listeners, great leaders also excel at providing feedback: they understand their team well, which allows them to provide guidance tailored to each individual. This way, they foster an environment where members can thrive and contribute to the team's success.

2. “Business impact” and “Product” dimensions are as critical as their “Tech” counterpart

In our age where "Software is eating the world," it's essential to recognise that the business impact and the product itself are at least as significant as the underlying Tech.

Three points to support this idea:

Reaching PMF > Technical brilliance: A technically flawless product will inevitably fail if it doesn't address market needs or customer problems. To reach Product Market Fit (PMF) and have real business impact, engineering needs to constantly align with the market and customer expectations.
Technology should serve the business: As a Leader in Tech, I see my role as supporting the company's overall strategy and vision, contributing to the organisation's long-term goals. It’s not to say Tech is not important, however, giving this aspect all the focus will be damaging in the long run.
Better Metrics: As engineers, focusing our efforts on business impact gives us a wider perspective. As a consequence, we immediately get clearer metrics for success beyond just technical performance.

3. Lead by example, always

Leaders who hold themselves accountable for their actions and decisions pave the way for excellence. By modelling the behaviours they expect to see, it maintains a stable and predictable work environment, an important part of the trust equation.

Going deeper, these are three practical benefits I witnessed: