The Big Idea
At Level 9, your job is no longer just building teams or systems. You’re building influence—inside and out. You’re expected to engage externally as a trusted voice of the company, and internally as a coach who makes other leaders better.
This is about reach and resonance. People listen to what you say not because you’re loud—but because you’ve earned the weight to say it well. You shape the company’s reputation through the people you influence and the conversations you’re invited into.
You Know You’re Struggling When
- You only speak externally when someone asks you to.
- You haven’t helped a non-technical leader grow in the past quarter.
- Your peers ask for your updates, not your opinions.
- Your leadership bench feels stalled—but you don’t know what’s missing.
- You rarely get invited into external customer, partner, or investor conversations.
If your impact ends at the edge of your org, you’re underperforming.
Ideal State
You’re coaching leaders beyond engineering. You’re mentoring VPs, advising other C-levels, and building future execs. People trust your judgment, not just your knowledge.
Externally, you’re visible in the right circles. You speak where it matters, write what others reference, and help shape how the company is perceived—by investors, customers, and talent.
You’re a trusted voice of the company, not just its tech.
Closing the Gap
- Create a coaching calendar. Pick 3–5 internal leaders to invest in this quarter. Not just to check in—but to stretch.
- Be useful beyond engineering. Help product, sales, marketing, or ops leads make better decisions. Teach them how to work better with tech.
- Contribute externally with intent. Write a point-of-view memo. Speak at one curated event. Build a system for consistent presence.
- Mentor the next generation. Internally and externally. Help other CTOs, VPs, or rising leads get better—without needing credit.
- Use influence as a multiplier. Don’t chase vanity. Focus on helping the company become a place where people want to work and stay.