Here’s what I learned on my way to leadership

Management is a constant area for improvement, and good managers are aware of that. They also know how important it is to question their ways and nurture their skills to stay relevant. Between technical expertise and soft skills, we expect a great deal from managers today, whether in addressing business requirements or career goals for themselves and their teammates. Today, we welcome Matthieu Objois, SDE Lead at Criteo, who kindly agreed to share his own journey to management, uncovering the challenges he faced and how they shaped his current approach to leadership.  

When did you consider stepping into management? 

I considered stepping into management 10 years ago after getting a prompt from my manager at my previous company, but I actually started being a manager 6 years ago - roughly 3 years after I joined Criteo.  

Was there a turning point that significantly changed your approach to leadership? 

It was back when I was looking at getting promoted. I remember my request didn’t go through, and I admit it was a bit of a shock for me, as my management had always been recognized and highly praised. As it turns out, everything that comes your way can be a lesson to learn from. This particular incident made me realize that there are two equally important sides to leadership: technical expertise and soft skills. You need to excel at both to take your team to the next level, and, in my case, it seemed I was a bit behind on the technical part.  

What challenged you the most when getting started as a manager? 

I faced my biggest management challenge when dealing with people who lacked self-awareness. This is more common than we might think, and that’s why leadership is, in a way, about creating a language that gets through the people you lead. You might give all the feedback you want, but if you can’t find a way for people to hear you, it will lead you nowhere.  

Empathy is a great skill to cultivate, whether you’re a manager or an individual contributor; I believe my empathy has served me well so far. I was startled by the many people who couldn’t perceive how their behavior impacted others around them. It was hard for me to get through to them at first, until I realized this was part of the job: I had to find a way for them to get it. Learning is a two-way street, and being challenged this way has definitely helped me grow as a leader. 

Management vs. Leadership: What differences are there? 

To me, management focuses on systems, processes, and execution, while leadership focuses on people, direction, and inspiration. Here, I am making a difference between "leadership in general", defined per the above, and "technical leadership", which is a skill required for senior engineers - including dev leads like myself - that focuses on strategy and broad impact that goes beyond just your team (department, company, etc.) With that in mind, I personally don't differentiate much between management and "leadership in the common sense", and I tend to use the two terms interchangeably. 

Which particular skills did you have to develop to make your job easier? 

Delegating is the first thing that comes to mind. At some point, I had 11 direct reports, which was challenging since I was expected in my role to spend 50% of my time on individual contributions. I admit I was a bit swamped there until my manager told me to see this not as a threat but as an opportunity to go further, faster. He asked me to find ways to engage the whole team so that everything could flow, leaving me time to move forward with my own contribution.  

I also had to work on my first assumption that I needed to please the people I managed to be a good leader. It took me time to understand that being an inspiring leader doesn’t mean being a people-pleaser and, worse, that this isn’t good for anyone in the long run.  

As a manager at Criteo, what is expected of you? 

My first manager used to put it quite simply: "Your job is to get your team to deliver on its commitments". I’d say that a team that delivers on its commitments is a good first indicator of success. Beyond that, a manager is expected to understand what team members think, need, and expect from them. That’s when tools like manager surveys and 1:1s can become handy.  

One other thing which isn’t easy to measure but crucial in my opinion is how much external stakeholders are willing to work with your team. I firmly believe it is up to the manager to increase that score. Also, keep in mind that management is an area of constant improvement, so a good manager knows how much developing their own skills is essential to stay relevant.  

What does career growth mean to you? 

Career growth is the process of expanding your capabilities, increasing your impact, and aligning your role more closely with the work that energizes you. It’s not only about moving upward; it’s about becoming more effective, more trusted, and more fulfilled in what you contribute.  

How do you balance individual aspirations with the needs of the business? 

The typical situation that usually happens is when a person wants to move internally to a different team, but they are needed in their current team’s short-term commitment. As a manager, you need to maneuver smartly as an out-mover is often eager to start new. The key lies in engaging and explaining how they can ultimately have a positive impact on both their current and future team. Sometimes you cannot satisfy all needs, so it’s all about finding the best compromise for everyone involved.  

It’s about seizing the global picture and assessing all the possible outcomes: What happens if the person’s requirements aren’t satisfied? What are the consequences if we do not meet business requirements? Is there a world where we get to satisfy both, but perhaps on different timelines? I’m always trying to create win-win situations, though it’s not always possible to achieve them.  

Where do you hope your career will take you? 

I’d love to make room in the near future to propel my own career development, learning high-level skills like strategic thinking. I’d also like to climb the management ladder, perfecting my leadership and guidance so I can take on the role of Engineer Manager (EMG) and oversee a group of teams to build a greater impact together.