When it comes to tech start-ups and scale-ups, founders and CEOs can generally access a lot of support.
This makes sense, as leading a company demands an enormous breadth of skill and an awful lot of dedication. It’s very likely these individuals will be stepping outside of their comfort zones fairly regularly.
But placing so much emphasis on supporting the founder or CEO has inadvertently cast a shadow over another critical area – the support available for those holding pivotal positions like CTOs, heads of HR, or marketing directors.
I’ve been working in business support in Wales for the past six years. Through this vantage point I’ve noticed that while we equip CEOs with tools and networks to excel, there is a conspicuous gap in nurturing the other cogs in the wheel. And these people are just as crucial in steering the company towards innovation and success.
The tech landscape is particularly treacherous at the scaling phase. Companies often face a dilemma – hire seasoned professionals at a high cost or promote existing employees who show great promise but lack the requisite experience. As these companies grow, the demands on these newly elevated individuals skyrocket, often without a corresponding increase in the support they receive.
This imbalance does not just strain the individual but also the company’s resources, as the learning curve is steep and the stakes are high. Yet, despite these challenges, the support mechanisms currently in place are disproportionately skewed towards top executives.
What then can be done to rectify this oversight? Firstly, organisations like ours can and do play a proactive part in facilitating role-specific sessions. I’ve been involved in gatherings which not only allow for the exchange of insights and strategies but also foster emotional support through peer interaction. For instance, bringing together all heads of HR or chief product officers creates a community of professionals who can share both challenges and solutions, adapting practices that resonate across different sectors.
It’s vital that these interactions are not fleeting but part of a sustained effort to build a community of practice that extends beyond a one-time workshop or seminar. Regular, structured meetups can form the backbone of this community, offering continuous support and evolving with the needs of its members.
There is also an immense opportunity for those in similar roles across different sectors to cross-pollinate ideas. The challenges faced by a chief technical officer in a tech firm can be quite distinct from those encountered in a manufacturing firm, yet there is an underlying thread of commonality that can bring huge mutual benefits.
For individuals in these roles, my call to action is straightforward – seek out these opportunities. They exist and are often underutilised. Engage actively with the ecosystem, attend events, and invest time in these forums.
As we continue to champion the leaders at the helm, let’s not overlook those who form the top team around that founder or CEO. By broadening the scope of our support, we strengthen our companies from the inside out, fostering a culture of excellence and mutual growth.
If you’re in a leadership role in a tech company and would like to be involved in a role-based meet-up you can contact Gino via LinkedIn.
