In technology, it is easy to get caught up in systems, configurations, and solutions. But at the heart of every technical challenge are people. I have learned that the most meaningful work happens when you move beyond seeing tasks as tasks and start seeing the human impact behind them. When someone’s day is disrupted because a tool is not working or a workflow feels impossible, that is where I find purpose. Solving problems is not just about fixing the technology. It is about helping someone feel supported, heard, and equipped to do their job well.
My best work starts with a mindset of looking at the foundation first. When a problem surfaces, it is tempting to jump straight into the symptoms or apply a quick fix. But often the real answer is not at the surface. It lives deeper, in the foundation of the process, the workflow, or even the human interaction behind the problem. Taking the time to step back, to ask questions, and to understand the bigger picture opens doors to solutions that last.
During my master’s program in Information Systems at Syracuse University, I took several courses on leadership and management theory. We would examine the difference between managing and leading, and it always stayed with me that leadership is not tied to a title. You can manage people without truly leading them. And you can lead without any official authority. Leadership is about perspective, intention, and personal drive. It is about how you approach your work and how you impact the people around you.
One simple example stays with me. A doctor was struggling with connectivity issues after upgrading to new equipment. The performance just was not the same, and the frustration was growing. A colleague had already spent a lot of time on it, walking through all the likely culprits. When I arrived, everything looked correct on the surface. Nothing obvious stood out.
Instead of focusing only on the problem at hand, I went back to the foundation. I checked every part of the setup from the ground up and discovered not one, but two bad Ethernet cables. Swapping them out completely resolved the issue. It was a small fix, but the relief it brought to the doctor and the support it gave my colleague made the effort meaningful.
That same mindset shapes how I approach my role as a solutions architect. My work is not only about designing systems or delivering recommendations. It is about building bridges between technical and non‑technical teams, between what is possible and what is practical. I once worked with a clinical team that wanted to move away from an existing system. From their perspective, the solution they wanted seemed simple and obvious. But looking at the foundation of their workflow and the technical limitations, I knew it would not be sustainable.
Rather than shutting the idea down, I listened. I asked questions to understand their frustrations and needs. By seeing the full picture, I was able to recommend an alternative approach that addressed their pain points while still being supported by our technical teams. It was not about my idea or their idea. It was about creating a solution that worked for everyone and would last.
This is where servant leadership comes in. Servant leadership is the belief that you lead best by serving first. It is not about recognition or authority. It is about lifting others up, clearing obstacles, and making it easier for people to do their best work.
In practice, servant leadership shows up in small, almost invisible moments. It is the drop‑by conversation where someone shares a frustration, and you take the time to listen and help. It is the patience to guide a colleague through a process rather than stepping in to do it yourself. It is the willingness to pause your own priorities to empower someone else to succeed.
True leadership leaves an impact that remains even if you are not in the room.
I often pause to ask myself:
Am I contributing to the health of the team or quietly eroding it?
Am I empowering others to solve problems, or am I creating dependence on myself?
Am I approaching each challenge with curiosity and patience, or am I rushing to get it off my plate?
Servant leadership is a choice you make over and over. It is not about perfection. It is about consistently choosing to serve and support others in a meaningful way.
If there is one takeaway from this reflection, it is that leadership does not start when someone gives you a title. It starts when you decide to approach your work with the mindset of service. Look for the foundation, both in problems and in people. Invest your time in understanding the real need, not just the surface request. Empower the people around you to succeed in ways that last beyond your own efforts.
Leadership, at its best, is not loud. It is steady, quiet, and deeply impactful in the lives of the people you serve.