As a CTO, I’ve often been labeled a “hands-on” leader, but what does that truly entail? While I’m far from being the top developer in the company and no longer writing code or leading full system designs daily—especially as our company and teams scale—my role is now more focused on shaping the company’s technology and product strategy, building an execution-driven team, and ensuring the success of our vision.

But for me, the important question is: Could I step in if needed? The answer is yes, and I like to keep that alternative open. There are times when I do need to step in, and this is what being a hands-on CTO means for me.

When Do I Step In?

1. When Knowledge is Needed to Kickstart a Domain
   Especially when the team is small or evolving, you might be the most knowledgeable person in a specific domain. In such cases, it becomes crucial to jump in to kickstart an initiative or mentor others. Sometimes, it’s faster to get something off the ground yourself and then train others to carry it forward.
2. When Translating Vision into Action is Easier Through a POC
   It’s often easier and faster to translate a strategic vision into a tangible proof of concept (POC). By doing this, you not only make your vision less abstract but also provide your team with a clear starting point to build upon.
3. When Resources Are Limited
   There are times when the team is simply short on resources. In such situations, it can be beneficial to step in and handle tasks that, while important, may not be on the critical path. It’s about ensuring that momentum isn’t lost and that these gaps don’t hinder progress.
4. During a Production Incident or Crunch Time
   These are “all hands on deck” situations. A critical production incident or a major crunch time often calls for the CTO’s presence in the trenches. Being there for your team shows solidarity, boosts morale, and ensures that critical issues are addressed efficiently.

A Rule of Thumb for Hands-On Engagement

There isn’t a strict rule dictating when I take on these tasks. Instead, I assess the opportunity cost. If I believe my hands-on contribution can yield greater returns than other strategic work at that moment, I jump in. However, I always ensure that my involvement is temporary. The work I start must be offloaded to the team quickly to avoid becoming a bottleneck and losing focus on the broader business and organizational objectives.

Other Benefits of Staying Hands-On

• Leading by Example: Strengthening Team Motivation and Connection
  Being hands-on isn’t just about solving technical problems—it makes you a better leader. Leading by example is powerful. When your team sees you in the trenches, actively contributing, it fosters a deeper connection. It shows that you’re not just giving direction but are willing to roll up your sleeves and work alongside them. This can significantly increase their motivation, create a stronger sense of camaraderie, and build mutual respect. Ultimately, your team is more likely to trust your leadership when they see you demonstrating the effort and commitment you ask of them.
• Better Understanding of Your Team’s Experience
  By staying involved in the technical work, even sporadically, you gain a deeper understanding of your team’s development experience and challenges. This helps you make better strategic decisions and fosters empathy toward your developers.

Staying Hands-On Without Losing Focus

To maintain this balance, you need to stay up to date with ongoing initiatives, the design and technical requirements, as well as emerging technology trends and best practices. While you may not be hands-on every day, staying close to the work ensures that when you do step in, you can do so effectively without losing sight of the larger organizational strategy.