{"id":4113,"date":"2025-04-29T15:46:01","date_gmt":"2025-04-29T14:46:01","guid":{"rendered":"https:\/\/amandis.be\/?p=4113"},"modified":"2025-06-03T08:19:46","modified_gmt":"2025-06-03T07:19:46","slug":"leiderschap-in-it-tussen-expertise-en-energie","status":"publish","type":"post","link":"https:\/\/amandis.be\/en\/leiderschap-in-it-tussen-expertise-en-energie\/","title":{"rendered":"Leadership in IT: Between Expertise and Energy"},"content":{"rendered":"
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How does leadership differ in an IT setting?<\/strong><\/h5>

In many domains\u2014think sales, marketing, or HR\u2014a people-oriented component is naturally embedded in the work. Leading, persuading, aligning\u2026 these are skills that tend to grow organically with the role. In IT and engineering, it's a different story.<\/p>

\u201cMany people in IT or engineering choose that field precisely because they value depth, structure, and autonomy. Their strength lies in analysis, in solving complex problems\u2014not necessarily in managing people.\u201d<\/p>

Transitioning to a leadership role in this context doesn't just mean more responsibility; it often means a completely different job. Where the expert focuses on content, leadership requires presence, alignment, coaching, and connection\u2014skills that don\u2019t naturally develop.<\/p>

\u201cIn these technical environments, you\u2019ll often see that people can fairly easily step into functional leadership. But then comes the other side of the scale: the human leadership aspect.\u201d<\/p>

And that\u2019s often where the challenge lies.<\/p>

Is there a minimum level of people management required as a leader?<\/strong><\/h5>

People management is not a side task, Gerrit argues. It\u2019s a fundamental part of effective leadership. Even the strongest experts can\u2019t ignore it.<\/p>

\u201cThe people management aspect is a full-fledged job and deserves the attention it requires.\u201d<\/em><\/p>

Underestimating this structurally leads to a loss of connection with your team sooner or later. And leading without gaining energy from it puts pressure on both yourself and those around you.<\/p>

What if it doesn\u2019t energize you, but your intentions for your team are good?<\/strong><\/h5>

\u201cThe road to hell is paved with good intentions\u2026 If it truly doesn\u2019t energize you, then at some point you have to dare to say: \u2018no.\u2019\u201d<\/em><\/p>

According to Gerrit, energy is the key indicator. If managing people consistently drains you, that\u2019s a signal to take seriously. Leadership requires presence, intuition, motivation\u2014you can\u2019t sustain that if it doesn\u2019t suit you.<\/p>

\u201cIf you dread managing your people, if it drains you, then you have to ask yourself: do I really want this?\u201d<\/em><\/p>

That kind of honesty actually opens up space\u2014for yourself and others. For those who do thrive in guiding people, and for experts who want to grow without taking on team responsibilities.<\/p>

Can anyone become a leader?<\/strong><\/h5>

\u201cLeadership isn\u2019t a promotion, it\u2019s a profession. And not everyone needs to practice that profession.\u201d<\/em><\/p>

Gerrit stresses the importance of letting go of the idea that leadership is the only way to grow in your career. Technical career paths also deserve recognition and strategic importance. Not every expert needs to become a team lead or manager\u2014and that\u2019s perfectly fine.<\/p>

\u201cYou promote people to team lead, but in doing so, you pull them out of what they\u2019re great at\u2014into a role they\u2019re rarely trained for and that\u2019s far removed from their talents.\u201d<\/em><\/p>

The solution? Alternative growth paths that place technical expertise at the center, without the obligation of a leadership label.<\/p>

\u201cIs leadership something you can learn?\u201d<\/strong><\/h5>

\u201cCan you learn to lead if it doesn\u2019t come naturally? A bit. But I wouldn\u2019t be overly hopeful. You can train skills, but you can\u2019t change who you are.\u201d<\/em><\/p>

Leadership can be learned to a certain extent, provided there's the right motivation and engagement.<\/p>

\u201cIf you feel like, \u2018I genuinely want to invest in others,\u2019 that\u2019s a great foundation.\u201d<\/em><\/p>

Without that intrinsic motivation, it often remains a matter of learning techniques\u2014without lasting impact. Leadership requires self-reflection, the courage to practice, and the willingness to look inward.<\/p>

What if someone recognizes themselves in this and thinks: \u2018Damn, I really don\u2019t get energy from being a leader for my people, and it\u2019s weighing on me\u2019\u2014what now? What solutions are there?<\/strong><\/h5>

\u201cThe answer lies in the concept of shared leadership.\u201d<\/em><\/p>

Instead of placing all responsibilities on one person\u2019s shoulders, Gerrit proposes distributing leadership\u2014not based on hierarchy, but on talent and energy.<\/p>

\u201cWhy would you expect all aspects to be handled by one person? Maybe there are people who naturally possess that human leadership side and who can say in a shared leadership setup: \u2018You know what? I\u2019ll take care of those aspects.\u2019\u201d<\/em><\/p>

In many modern IT teams, this works surprisingly well. Think of a content lead, a team coach, an operations coordinator\u2014each with their own strengths, each with their own impact.<\/p>

The result? More engagement. Less pressure. And leadership that flows from authenticity.<\/p>

\u00a0<\/strong><\/h3>
Human leadership takes courage<\/strong><\/h5>

Leadership is not about perfection, but about presence. Gerrit emphasizes how powerful it is when a leader dares to show vulnerability, rather than trying to control everything.<\/em><\/p>

\u201cA leader who dares to say, \u2018I don\u2019t know either,\u2019 or, \u2018I sense something\u2019s going on between us\u2019\u2014that, to me, is real leadership.\u201d<\/em><\/p>

\u00a0<\/em><\/p>

Authenticity is at the center. No fa\u00e7ades or masks, but real connection. Slowing down when needed. Showing up\u2014even when it's uncomfortable.<\/p>

\u201cIt starts with authenticity. It always starts with the human being.\u201d<\/em><\/p>

\u00a0<\/em><\/p>

Are you at the beginning of a leadership journey or already an experienced professional in a technical environment and do you have questions about this? Then feel free to reach out to Joachim Desmet from Amandis or Gerrit Sarens from Ambits.<\/p>

\"\"<\/p>

\ud83d\udce7 gerrit.sarens@ambits.eu<\/strong><\/p>

\ud83d\udce7 joachim.desmet@amandis.be<\/strong><\/p>

\ud83c\udf10 www.ambits.eu<\/strong><\/a> | www.amandis.be<\/strong><\/a><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

In de wereld van IT \u2013 waar structuur, precisie en technische kennis centraal staan \u2013 lijkt de stap naar een leidinggevende functie vaak logisch. Je bent goed in je job, je blinkt technisch uit, je krijgt verantwoordelijkheid\u2026 en voor je het weet, ben je teamlead of manager.
\nMaar wat als je daar eigenlijk helemaal geen energie uit haalt?
\nOnze collega en specialist in IT-management profielen Joachim Desmet ging in gesprek met Gerrit Sarens, founder van Ambits. Een organisatie gespecialiseerd in het begeleiden van leidinggevenden in hun groei door middel van mentoring. Zijn visie is verfrissend eerlijk en zet aan tot nadenken over wat leiderschap vandaag \u00e9cht betekent, zeker binnen technische omgevingen.<\/p>","protected":false},"author":1,"featured_media":4116,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[1],"tags":[],"class_list":["post-4113","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-posts"],"acf":[],"yoast_head":"\nLeiderschap in IT: tussen expertise en energie - Amandis<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/amandis.be\/en\/leiderschap-in-it-tussen-expertise-en-energie\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Leiderschap in IT: tussen expertise en energie - Amandis\" \/>\n<meta property=\"og:description\" content=\"In de wereld van IT \u2013 waar structuur, precisie en technische kennis centraal staan \u2013 lijkt de stap naar een leidinggevende functie vaak logisch. Je bent goed in je job, je blinkt technisch uit, je krijgt verantwoordelijkheid\u2026 en voor je het weet, ben je teamlead of manager. Maar wat als je daar eigenlijk helemaal geen energie uit haalt? Onze collega en specialist in IT-management profielen Joachim Desmet ging in gesprek met Gerrit Sarens, founder van Ambits. Een organisatie gespecialiseerd in het begeleiden van leidinggevenden in hun groei door middel van mentoring. 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