Show Notes
In this episode we're talking about being a CTO. People listening might have CTO career aspirations. A lot might report into a CTO, and others might be selling to CTO's. So we talk to David about all things CTO.
David Crawford has spent many years as a CTO. He's also been a CTO advisor and non-executive director. He often hosts London Tech Leader panels, and also hosts the "CTO Lens" podcast.
Show Links
Ben Pearce LinkedIn - https://www.linkedin.com/in/benpthoughts/
Tech World Human Skills Home - https://www.techworldhumanskills.com
David Linked In - https://www.linkedin.com/in/david-crawford-13679a/
CTO Lens Podcast - https://open.spotify.com/show/5aT2XrO7CTOCLPqKZmcnT9
Takeaways
The role of a CTO is complex and varies by organization.
CTOs are responsible for technology vision and strategy.
Understanding finance is crucial for technology leaders.
Soft skills in leadership are essential for success.
Performance management is a critical aspect of the CTO role.
Engaging with the business is vital for a CTO.
Career development requires curiosity and mentorship.
Fractional CTO roles are becoming more popular.
CTOs must balance technical knowledge with leadership skills.
Communication with non-technical stakeholders is key.
Keywords
CTO, CIO, technology leadership, fractional CTO, skills, career development, performance management, stakeholder management, communication, technology strategy
More from Tech World Human Skills
This episode looks at how to get hired as a sales engineer while the hiring process itself is changing. David Ledger has run more than fifty interviews in his first three months at HiBob. He walks through the three questions that haven't changed in decades and still trip people up: why do you want to work here, why do you like being a sales engineer, and tell me about a deal you are proud of. The conversation gets specific about what a weak answer sounds like (a twenty-year life story, a complaint about a former manager, a timeline of events with no ownership) and what a strong one sounds like. That includes the test David applies to every deal story: if another SE had been there instead of you, would it still have closed?
Stoicism is not about feeling nothing. It is about deciding what deserves your energy and what does not.
The skills that make someone a strong technical expert are rarely the skills that make them a strong leader of the business around that expertise.
Fixing weaknesses feels productive, but doubling down on what you are already good at is usually what actually moves the needle.
Change management often fails for one simple reason: nobody diagnosed why people are actually resisting before throwing more training and communication at the problem.