How New Tech Leads Can Quickly Redefine Their Role and Lead Effectively

1. Why become a TL

Since leading a team in 2018, I have repeatedly reflected on my experience and now aim to provide a systematic review to help internalize knowledge and inspire new technical leads. The focus is on how new TLs can quickly redefine themselves, not a comprehensive management manual.

The desire to avoid “empty” work and stay technical motivated my first TL role, prompting me to join Alibaba. Beyond superficial reasons, the ancient saying “study excels, excel studies” suggests that mastering one’s duties creates space for broader learning and leadership.

A TL must first have a personal "Dao" – a guiding vision that forms the foundation for growth, encompassing company mission, team goals, and individual development plans.

Excellence translates to a replicable mindset: the ability to discover, analyze, and solve problems in a way that can be taught to the team, leading from individual excellence to team excellence.

2. How to quickly change direction: act before thinking

After clarifying motivation, the next step is to step into the role even if understanding is incomplete. Acting first prevents getting stuck in analysis paralysis and cognitive dissonance.

Festinger’s cognitive dissonance theory explains that inconsistency between belief and action creates tension, which drives either a change in belief or behavior. By acting like a TL—focusing on people growth and cross‑team collaboration—new behaviors reshape cognition, breaking old biases.

Embodied cognition research shows that bodily actions influence mental states; posture, movement, and even running can affect thinking speed and clarity, much like signaling a lane change before actually moving.

3. Breaking mental walls: self‑transcendence

3.1 Authenticity trap – Progress requires shedding past identities. Rather than rigidly clinging to a fixed “true self,” one should become adaptable, adjusting to circumstances without guilt.

3.2 Fixed vs. growth mindset – Before becoming a TL, many excel technically and develop a fixed self‑image, fearing failure and avoiding challenges. Transitioning to a growth mindset involves openly sharing weaknesses and embracing continuous learning.

3.3 Russian‑nest‑doll effect – Like the tradition of giving a nesting doll to new managers, leaders should hire successors who are more capable, fostering confidence, inclusiveness, and sustainable growth.

3.4 "Good‑person" trap – Risk‑averse individuals tend to be “nice” but may lack decisive leadership. Effective TLs balance kindness with the willingness to make tough decisions.

4. Rebuilding after breaking: the fifth discipline

Numerous books, talks, and trainings offer guidance on becoming an excellent technical supervisor. Practical advice includes studying proven examples, learning from experienced leaders, and applying the principles through real‑world practice.

Paper knowledge is shallow; true understanding comes from hands‑on experience.