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Promoting a strong developer or director to CTO in hopes they'll grow into the role can backfire if they lack strategic perspective. Instead, consider keeping them as VP of Engineering and bring in a fractional CTO who can provide the strategic leadership your company needs.
When Promoting from Within Isn't the Best Move
You've got a solid team and a strong technical leader—maybe they're a founder, a top-notch developer, or a capable director. You're feeling the need for more strategic leadership, so you're tempted to promote this person to CTO, hoping the new title will inspire them to step up. But here's the thing: do they really have the strategic perspective you need? If not, you might set your company and them up for a tough situation.
This happens more often than you'd think. Companies feel the pressure to fill the CTO role and opt to promote internally, giving the title to someone who's great technically but may not be ready for the strategic demands of the position. They hope the new title will magically instill the necessary skills. Unfortunately, titles don't create capabilities. Promoting someone without the right strategic mindset can lead to misaligned goals, stalled growth, and frustration on both sides.
"Promoting someone to CTO doesn't make them strategic - empowering them in the right role does."
When we engage with companies seeking a fractional CTO, we often find they already have someone with the CTO title who's not delivering what the role truly requires. That's because they were given the title without the core component of strategic leadership. A fractional CTO brings the high-level strategic insight needed to align technology with business goals. They can work alongside your existing technical leader, providing mentorship and guidance without displacing them.
If you have a valuable team member who isn't quite ready for the CTO role, consider naming them VP of Engineering or a similar title. Let them report directly to the CEO to maintain influence and visibility. This way, they can continue to contribute their strengths without being burdened by expectations they're not prepared to meet. Promotions should align with a person's skills and readiness, not just the company's immediate needs. By thoughtfully assigning roles and bringing in strategic expertise when needed, you set your company up for sustainable success.
Final Thoughts
Don't let the allure of a title compromise your company's future or your team member's confidence. Assess what you truly need in a CTO, and if your current leader isn't the perfect fit, it's okay to look outside for that strategic partnership.
