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Hey guy, I have this book out. Wondering if you could help me spread the word. It teaches you how to write KPI’s for an IDB perspective. I am in the market to switch career back to my original so I am open to assist especially non-profits address their data issues. Anyway guys if interested send me a DM. https://www.amazon.com/Key-Performance-Indicator-Development-Guide/dp/B0B5K9W5JC

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Agree with the post. At exec leadership levels, soft skills overshadow hard skills because your work becomes managing/leading people instead of tools or processes. Rarely ever an either-or situation when you work with people.
It’s not totally either or, but time is your most valuable resource so you have to spend it wisely. The level of technical depth required to be an effectively leader is lower, but you still need an understanding of bigger picture principles, frameworks, architecture, process, etc becomes more important. I think another underrated facet of leadership is accepting that you are leading people with greater technical depth than you, so how do you win their trust, leverage their abilities, push them by asking the right questions, etc. A lot of folks who are used to being the technical expert struggle to adapt to the humility and loss of control that comes with leading experts.
The best leaders usually have both. Employees respect a good leader with excellent EQ skills but also respect someone who can jump in and get their hands “dirty” as well.
A person with a high EQ generally has more empathy and understanding when they know what it takes to do a job.Its almost like, I wouldn’t ask you to do a job that I wouldn’t do myself.
I think this makes sense if you are one or two levels up with IC direct reports. Above that, you are managing managers and should really never be “getting your hands dirty”.
Your war stories from wrangling whatever outdated technology will give you street cred, but nobody expects you to keep up those skills.