Since when have you been in a leadership position, and what are your current responsibilities as a lead?
Franzi:
“Since my role as a Senior Software Developer in 2018 at a previous employer, I gradually grew into a leadership position—over the course of several projects, I took on increasing responsibility for the frontend areas of the respective teams. In 2020, I made the next step to Frontend Team Lead: I was actively involved in projects and also had personnel responsibility for around thirty developers. Since joining Whiskey Tango Foxtrot in late 2021, I’ve been Lead Software Developer. My tasks include hands-on development work in projects, scouting and selecting technologies and tooling, and closely collaborating with colleagues handling project planning and UX/UI to develop solutions that are both forward-thinking and efficient.”
Sophie:
“I’m still quite new at Whiskey Tango Foxtrot, but I’m no stranger to high-responsibility roles from previous companies, and I’m used to making and owning decisions. So that part isn’t new to me. Still, the added responsibility can be a bit daunting at times. Did we choose the right tools for billing and documentation? How can our developers and designers work even more freely, independently, and creatively? What or who ensures that we’re researching the right areas in tech? The vast field of ‘business development’ is definitely challenging me!”
Anika:
“In September 2020, I took on a team lead role as a parental leave cover at a previous employer. Up until that point, I’d never aspired to a leadership position—not out of fear, but because I enjoyed my work in HR and always assumed I’d have to give that up. Over a year and a half, I learned that’s not necessarily true. If you have a great team and a shared vision, and everyone’s pulling in the same direction, sometimes it just takes someone to help keep that vision in sight and ensure you’re moving forward. At Whiskey Tango Foxtrot, I’m excited to help build an HR department where new team members can recognize on their own which direction we’re heading together.”
Did you actively pursue a lead role?
Franzi:
“Not consciously, but I guess I always ‘threw my towel in the ring’ when someone asked, ‘So, who’s taking this on?’ or ‘Who’s in charge here?’ On top of that, I brought my sense for people and team dynamics into the project teams—and apparently that went down well. Eventually, I was asked if I’d like to take on not just technical project responsibility, but also lead and manage people. And I was like: Absolutely, I’d love to!”
Anika:
“No. I had a performance review, during which my then-manager asked if I could see myself in a team lead role. She asked me to think it over. Until then, it had never crossed my mind—mainly because she held that position at the time. I didn’t immediately realize that a pregnancy was behind the question. I ended up taking the role with a lot of enthusiasm and for various reasons. I knew I was fairly well-informed beyond just my day-to-day work about what was happening in the company. It was a huge sign of trust and appreciation to be offered the role, and it was also a great new challenge that I was eager to take on and excel in.”
Sophie:
“Yes and no. It’s the job I wanted for a long time—without knowing it existed. When the opportunity came up after my parental leave, I took it. It was never about the title for me, but about the scope of impact. And I think it’s totally valid to say: Yes, I want this! I want to take on responsibility! As a leader with a child, family, household, and everything else that comes with it.”
What does good leadership mean to you?
Anika:
“For me, good leadership means not being needed. My goal is to build a team where everyone shares the same understanding of successful collaboration, follows a common goal, and only needs to turn to me when they truly get stuck or want to bounce around new ideas. Transparency is a top priority for me—everyone should know what topics are currently being worked on. I think if you’ve made yourself replaceable in terms of technical skills, you’ve done everything right. Then even two weeks of vacation are truly enjoyable.”
Sophie adds:
“To me, leadership also means being of service rather than just controlling. Listening, asking the right questions, and helping colleagues grow should be at the core. That takes time and an open (digital) door. We can all learn a lot from Anika on that front!”
What skills do you find lacking in leadership today?
Sophie:
“I’ve often seen leaders lose touch with their operational project teams. The flow of information has to go both ways—not just top-down. At some point, people stop voicing criticism because they’re never asked for feedback. I believe that’s something many companies suffer from.”
Anika:
“The ability to allow mistakes and talk about them. No one makes mistakes on purpose, and each one makes us a little better—if we’re given the chance to learn from them.”
Franzi adds:
“And most importantly, the ability to admit one’s own mistakes and sometimes—exceptions aside—take a step back. In my experience, many leaders sense when something went wrong, but they don’t let it show because they fear it might harm their reputation, that they won’t be taken seriously or seen as capable. But I believe that showing vulnerability is actually a strength.
Leadership shortages in Germany are nothing new. The demands placed on leaders are rising. In the next two weeks, we’ll be sharing more about the work our female colleagues do as leaders and encouraging others to see leadership as a chance, not an insurmountable challenge. We also recognize that many barriers still exist for women, regardless of position or industry. That’s something we’ll continue to focus on in our future communications."
And finally, let’s be honest: The topic of “mothers in leadership” is an important one, right, Sophie?
Sophie:
“Absolutely! And I think we need to talk about it a lot more! We should say out loud how exhausting it can be to balance family and career—going the extra mile, scheduling swim lessons in the morning, doctor’s appointments in the afternoon, squeezing in two client meetings, and prepping an after-work event. And we should talk about how challenging that can be for employers and colleagues too! But I think that deserves its own article, with more perspectives. And I also believe that ‘working mums’ should be allowed to be both—mothers and employees—independent of one another. Today, I just wanted to talk with Anika and Franzi about our challenges as women in leadership. It was lovely chatting with you.”
