All good leaders have this mindset, regardless of their background
In today’s technology-driven business world, the ability to navigate technological challenges is no longer just for engineers—it’s a must-have skill for leaders in every industry. As an engineer turned CEO, I have found that the most important asset is not specific technical knowledge, but a mindset geared towards problem solving, adaptability, and continuous learning.
My engineering degree taught me to delve into technical challenges. But here’s the thing: Whether you have a technical background or not, you need to be ready to roll up your sleeves as a leader and “dive in,” to innovate.
One of the most remarkable things I’ve experienced in my career is how quickly technology evolves. Much of what I learned during my time at Harvard and MIT is now outdated—a fact that becomes clear when I see the advanced capabilities of my son’s high school robotics team today. In today’s world, shying away from technology or avoiding challenging questions is a critical misstep. All businesses, regardless of industry, are now driven by AI and data. Therefore, leaders must cultivate an insatiable curiosity and actively engage with emerging technologies, regardless of their background.
Adaptability and continuous learning are more important than any particular technical skill. Whether you are an engineer, a marketer, or in any other field, understanding and embracing technology is no longer optional; it is a core skill for leaders of all kinds. An engineering mindset is a powerful toolkit for any leader facing the challenges of our rapidly evolving world.
So, how does the engineering mindset translate into effective business leadership? And what if you didn’t get an engineering degree? How can you take the best lessons from the world of engineering and apply them to your success?
Here are three key principles I took away from my experience transitioning from developer to CEO:
Engineering Principle #1: Break Big Problems Down
Everyone has heard the saying, “The only way to eat an elephant is to bite once in a while.” It can be difficult as a business leader to see all the problems a business has to overcome. You may feel yourself starting to shut down.
The best way is to take a blank piece of paper, write down the problem in one sentence, and then draw three lines to divide it into three major parts of the problem. Keep doing this until you have them all on the map. Then, start working on one piece at a time. Let your intuition guide you where you want to go next and solve the small parts before you try to tackle the big one.
This systematic approach to problem solving is the foundation of the engineering concept. It allows you to tackle seemingly insurmountable challenges by breaking them down into manageable chunks. In business, this skill is very important when dealing with complex market disruptions or preparing complex processes.
Innovation, in my opinion, is not just about creating new technology. It’s about using existing tools and knowledge in new ways to solve real-world problems. As an engineer turned CEO, I’ve learned to look beyond the superficial issues and dig into the fundamentals of change.
For example, we had a customer with a call center who was concerned that their calls were taking five minutes. We reengineered their process so that calls are made in 90 seconds. When we flipped the switch 90 days later, calls still took five minutes. But what we found was that the calls were so meaningful and actionable that customers were spending those five minutes shopping two to four times more than they had before. This project was the highest ROI project in the company’s history.
When we defined the problem, we thought it was about reducing call time. But when we redefined the problem, we realized we were trying to increase customer lifetime value. We realized that we had solved a different, more important problem. What is the lesson? Never be so sure of what you want that you won’t settle for better.
This approach to problem solving and innovation is deeply rooted in the principles of engineering thinking. It’s about asking thoughtful questions, reframing problems, and being open to unexpected solutions.
Engineering Rule #2: Get Out of the Office
My mentor once told me, “I’ve never had a good idea about sitting in my office.” You are right. To think creatively, you must systematically expose yourself to all kinds of new places for inspiration. Whether you’re an introvert or a geek, you have to find things that work for you and find a way to stay connected. You won’t have a good idea just sitting behind your desk.
An advisor at MIT told me that if you don’t miss a flight, you spend a lot of time sitting in airports. His point was not to be sloppy and show up late for every flight. Instead, he insisted that you have to push yourself and sometimes take risks. If everything you do is successful, you probably aren’t taking enough risks.
The difference between being number one and number two is usually not 100% or 50% or 25%—it’s less than 1%. That’s the difference between first and second place. However, the advantages of being in first place versus second place are enormous. You have to get out of the office, push and lean and understand that not everything can be comfortable.
In engineering, failure is often seen as an important learning experience. It should be the same in business. By celebrating failure—or at least not fearing it—you create an environment where innovation can flourish. This does not mean being reckless, but rather understanding that calculated risks and occasional setbacks are part of the journey to success.
One of the most important lessons I have learned from the engineering concept is the importance of continuous learning. For example, I had a friend who used to fly to Asia, and every time he came, he brought a textbook that he knew nothing about. He always started his 12- to 14-hour flight on the first page. By the time he got to the other side, he had read at least a quarter to a half of the textbook and would finish the rest on the way back.
Being willing to make some white space in your life to go in and learn something is often what holds you back. We can all learn, learn, and gain greater depth and understanding of technology. You never know when that will pay off, but it always does.
This concept of continuous learning and growth – also called getting out of the office – is essential in today’s fast-paced business environment. As a CEO, I have found that this goal has instilled in me the curiosity and motivation to constantly learn, adapt, and improve.
This brings me to the mantra my mother always taught me: “You Always Be” (ABB). Which means you always have to be something else. Maybe you become an AI expert, a marketer, or a better leader. You will always become nothing because once you stop being nothing, it is over, and you are old.
This principle is about staying ahead of changes and innovations. As a CEO, it is important to be aware of emerging trends and technologies that may impact your industry. By seeking new knowledge and new ideas, you are more likely to stumble upon the next big idea or solution to a pressing problem.
Engineering Principle #3: Understanding the Balance Between Impact and Purpose
Nobody wakes up every day and says, “You know what? I will make a hard effort and do a hard job for my company or my team.” However, not everyone can make a positive impact every day. It’s important to note that everyone has a goal to do well, but that doesn’t necessarily translate into the desired effect. As a leader, you must point out in a positive way when people are not making the necessary impact, without insulting their intent.
For example, I once had a developer who tried to write as many lines of code as possible. The code wasn’t a bad part, but he didn’t put any comments anywhere, he didn’t write his opinions and he didn’t let anyone know what he thought. He believed that if he produced lines of code (objective), he was doing a good job. We had to make him realize that he had to produce lines of code that the team could use (impact) and he really succeeded.
This principle is about understanding the difference between effort and results. In engineering, we are taught to focus on results and measurable impact. As a CEO, I’ve learned to apply this same thinking to people managers. It is important to create a culture where effort is valued, but impact is rewarded.
For example, as optimists, we always make sure that our product is ready to go for its second version 1.0. But the truth is that 1.0 was never good enough. It’s important to be patient and test and be consistent with your products to make sure that the one chance you have to delight the customer is not wasted.
Always remember to test, test, test. This patience and attention to detail are hallmarks of good engineering practice. In business, they translate into commitment to quality and customer satisfaction. It’s about resisting the urge to rush to market and instead taking the time to refine and perfect your offering.
The Engineer’s Mind in Business Leadership
My journey from engineer to CEO has taught me that true innovation is not just about creating new solutions. It’s about applying a structured, curious, and flexible approach to business challenges. Breaking down complex problems, focusing on the basics, staying open to unexpected outcomes—these are the keys to driving change and creating exceptional experiences for employees and customers alike.
Even though you may not come from an engineering background, if you open your mind to the idea that you will always be something new, then you have a flexible mindset that will put you on the right path to find your business and find happiness underneath. pressure.
The world of technology is full of obstacles, but with the principles of an engineering mindset and the strategic vision of a CEO, these challenges become opportunities for innovation and growth. By adopting this mindset—decomposing problems, stepping out of your comfort zone, and understanding the balance between purpose versus impact—you can navigate today’s complex environment with confidence and creativity.
Remember, in the end, it’s not about having all the answers. It’s about having the right way to find them. That is the true power of the engineering mindset in business leadership.
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