Introduction
Handling two way communication as a technical leader is challenging regardless of organizational structure or the number of technical practitioners managed. Communication will never be perfect in every instance.
There are many strategies leaders may utilize in fulfilling this responsibility. There is no universal solution, but this article will disspell any confusion as to what this responsibility requires of technical leadership and one effective strategy to execute that responsibiity. It will examine the driving idea behind the strategy, a case study example, why and when it is effective, and why and it is not.
This article will also cover why the communication style and strategy used by a leader should remain consistent over time.
Note: I have also documented examples of less effective communication strategies. They are not included here due to the risk of misinterpretation, but if you are interested in reviewing them, please contact me directly.
Defining the Responsibility
Responsibility: The bidirectional exchange of strategic intent and operational reality in terms of objectives, execution, and current state. This role establishes a bridge between those designing ideas and those executing them.
Simply put, it is the responsibility to present what is occurring above or below in an appropriate, digestible way, without omitting beneficial information, so that both sides remain aligned within their respective purviews.
Execution can be distilled into the following phases: Read/Listen, Understand, Import, Digest, Organize, Present, Analyze, Monitor, Address, Document.
From the top-down perspective:
Read/Listen to senior leadership. Understand. Import relevant context, inquiry, and insight. Digest data. Organize into actionable information and structured expectations. Present to technical practitioners. Analyze responses. Monitor for changes. Address changes promptly in a professional and neutral tone. Document exchanges and reactions for future reference.
From the bottom-up perspective:
Read/Listen to technical practitioners. Understand. Import relevant context, inquiry, and insight. Digest data. Organize into concise information highlighting root causes. Present to senior leadership with potential solutions. Analyze immediate response. Monitor for resulting actions or adjustments. Address changes directly. Document updates to remain aligned with senior leadership.
Case Study
Case Study:
Senior leadership sets a new engagement expectation requiring penetration tests to be completed within shorter timelines.
Strategy – Shielding
This strategy reduces burden, anticipates and manages reactions, and ensures thorough communication in both directions. It follows the structured process described earlier. The leader acts as an interpreter, moving through each phase carefully to ensure completeness and accuracy.
Case Study Deployment:
The leader concludes from context, inquiry, and insight (Phases 1–3) that specific reasons (X, Y, Z) drive the change. They apply their experience, knowledge of senior leadership, and understanding of their technical practitioners as individuals and as a team. They anticipate likely responses and prepare accordingly. Communication downward is tailored, including necessary context and addressing anticipated questions. Upward communication distills key validated issues in a manner that protects practitioners from misrepresentation or retaliation. The leader assumes accountability for clarifying and following through on both sides.
Notes:
- Requires consistent and strategic effort, which can be demanding.
Once expected, shifting away from this strategy risks immediate breakdown of trust.
Demands genuine interest in serving as a bridge between both sides.
Not always enjoyable, but highly effective.
Shielding is bidirectional.
Techniques used:
- Empathy
- Filtering
- Strategic silence
- Accountability
Final Advice
If a change in strategy must occur after assuming responsibility for technical practitioners, it is critical to communicate both that the change will not be permanent and the origin of the adjustment. Leaders owe a reasonable explanation to both their practitioners and senior leadership. This is difficult to execute but essential to maintaining trust.
Even small miscommunications can have significant impact, particularly when repeated. Leaders must monitor and not rely solely on in the moment analysis. Errors often escalate, with consequences appearing long after the initial misstep. Delays of even a few days in addressing miscommunication can be too long.
Techniques Glossary
Strategic silence – Withholding comment or delaying communication intentionally to control timing or perception.
Filtering – Reducing complexity by condensing information into what the leader deems essential, without altering core meaning.
Empathy – Recognizing the perspectives, concerns, and motivations of both sides and integrating them into communication.
Accountability – Taking responsibility for accuracy, follow-through, and clarity in communication.
Opinions are my own and do not reflect any employer or client. Examples are composites; no client information is disclosed. Written on personal time and personal resources.