Six months ago, I became the lead of our data team.
Before that, I was deeply technical — writing ETL pipelines, building internal tools, automating everything I could get my hands on. I loved the focus, the flow, the satisfaction of solving hard problems. Leadership, I thought, would just be “tech plus meetings.”
I was wrong.
Leading a data team isn’t a promotion — it’s a role change. A whole new job. And while I still write some code, most of my growth this past half-year came from learning things that no course or bootcamp had prepared me for.
Here’s what I’ve learned. Maybe it’ll help someone else making the same jump.
1. Technical Depth Doesn’t Equal Leadership Readiness
I used to think, “If I know more, I can lead better.”
But being the smartest person in the room doesn’t help much if you can’t delegate, listen, or create space for others to grow. Leadership isn’t about doing more — it’s about enabling more.
I had to learn how to stop jumping into every technical discussion and start asking, “Who else can solve this?” That mindset shift was hard but necessary.
2. Communication Is the Real Pipeline
Data engineers love clean pipelines — no bottlenecks, good throughput, well-defined schema.
Now imagine replacing code with people. 😊
As a lead, I spend most of my time communicating: aligning with product managers, translating tech language to business terms, and making sure my team knows why something matters, not just what they need to do.
Good communication, I’ve learned, is the most scalable tool I have.
3. Context Switching Is the New Normal
One hour I’m reviewing a Airflow job issue. The next, I’m in a 1:1 listening to a teammate who’s burned out. Then a budget meeting. Then helping someone plan their career path.
It’s exhausting — but also deeply fulfilling.
To survive this, I’ve started treating my calendar like my data pipelines: schedule buffers, build checkpoints, and minimize “data loss” (read: burnout) through focused time blocks.
4. You’re Not the Hero, the Team Is
As an IC, I loved being the person who saved the day. Now? My biggest wins are often invisible — helping someone else shine, or making a decision that clears the path for the team.
One of the hardest (and humbling) parts has been learning to step back and let go of the limelight. It’s not about me anymore. It’s about us.
5. Decisions Aren’t Always Black and White
Tech has clear answers. Leadership rarely does.
Do we prioritize speed or stability? Push back on unrealistic deadlines or push through and risk burnout? There’s no “correct” answer — only trade-offs.
I’ve had to get comfortable with ambiguity. To trust my gut. And most importantly, to own the outcome, even when the decision was hard.
6. Growth Isn’t Linear—And That’s Okay
Some weeks, I feel like I’ve got the hang of this. Other weeks, imposter syndrome hits hard.
But I’ve realized that leadership isn’t about being perfect — it’s about being present, reflective, and open to learning.
If you’re a technical person who just stepped into a lead role, give yourself grace. This isn’t a sprint. It’s a long (and sometimes messy) migration — just like your codebase probably is.
Final Thoughts
I still love the technical side of data engineering much more. But now, I get to do something even more rewarding: help others grow, connect the dots between code and impact, and build a team I’m proud of.
If you’re about to step into a lead role — or thinking about it — know this: it’s not just more responsibility. It’s a transformation. One that’ll challenge you in new ways, and teach you more than any system ever could.
And honestly? I’m just getting started.