Success with Engineering Leadership Promotions

A Leadership Briefing with John Szeder

So you’ve been working hard and focused as an engineer for many years. Then, suddenly, you get a promotion. After the celebration fades and you step into your new role as an engineering leader — what exactly do you do next?

That’s the question John Szeder helps executives answer every day. A highly experienced engineering leader in both consumer and industrial applications, John has built and led elite engineering teams for decades.

In this Leadership Briefing, hosted by Alex Jarett, John shares what it really takes to succeed after a promotion — especially when it happens fast.

The Challenge of the “Battlefield Promotion”

Many engineering leaders don’t rise through a long, gradual process — they get what John calls a “battlefield promotion.”

“A battlefield promotion is when your boss or one of your bosses leaves the company suddenly, and you’re quickly promoted — just like on the battlefield,” John explained. 

It’s a powerful opportunity, but also a critical moment to pause and reset. Once the dust settles, new leaders need to realize their job has changed. 

“The first thing you need to do is take the time to reflect and plan out how you’ll act,” John said. “Because what got you here isn’t what’s going to make you successful in this new role.” 

From Doing to Leading

One of the biggest challenges for new leaders is learning to stop doing — and start leading.

“The habits and tendencies that got you promoted are often the same ones your company now wants you to stop doing,” John noted.

That transition requires intentional effort. Instead of solving every technical problem yourself, you now enable your team to succeed. That means developing trust, communication, and leadership skills — not just technical depth.

The Power of Effective One-on-Ones

John believes one-on-one meetings are the foundation of good leadership — but only if they’re done right.

“A one-on-one is not a status update,” he said. “It’s your employee’s time to talk about whatever they want.”

When done consistently, one-on-ones create mutual trust, strengthen relationships, and increase retention. John even shared a few practical signals leaders should watch for:

• If an employee starts skipping one-on-ones, it’s often the first warning sign they may be disengaged or looking elsewhere.
  
  
• When the meetings are consistent and genuine, they become a space for collaboration, feedback, and development.
  
  

Socratic Leadership and Empathy in Action

John encourages leaders to adopt what he calls Socratic Leadership — leading by asking questions instead of giving answers.

“Don’t tell people things. Ask people things,” he said.

Combined with empathy, this approach transforms how teams grow and how leaders lead. Empathy doesn’t mean sympathy — it means understanding your team’s perspective and helping them think through problems themselves.

“Over time, this builds trust, satisfaction, and performance,” John said.

Every Leader Needs a Mentor

Finally, John shared one of his most important lessons: even great leaders need guidance.

“Make sure you have a mentor,” he advised. “Someone you feel comfortable sharing your journey with — who can help you along the way.”

Mentorship helps leaders see around corners, avoid mistakes, and stay grounded as they navigate the shift from contributor to executive.

Learn More

John’s approach to engineering leadership is practical, people-focused, and built on real-world experience. His insights remind us that success in leadership isn’t about how much you know — it’s about how well you help others grow.

Watch John's other briefings and learn more about John HERE

This Leadership Briefing was hosted by Alex Jarett, Founder of Technology Executives Club.