Doing the job, but not getting the title 😡

What to do when you’re doing the role, but not getting the credit

Intro

This week, I got a subscriber question that hit hard.

It’s one of those situations you wish didn’t happen in tech anymore… but still does. Often :(

The question

I am so 😡😠🤬 when I hear stories like this 

Every new paid subscriber to my newsletter gets to ask me a question that I personally reply to.

This is the one I got this week.

I am like why???

Why do you keep doing this?

You have a need for a tech lead in the team

You have a perfectly capable tech lead ready to step in the role:

→ That has been with the team for a while

→ That people look up to

→ That people come to for direction

→ That stakeholders reach out to for information and alignment 

→ That was actually been doing the role (unofficially 🙄) while the current tech lead was out (without anyone asking her to)

And you just tell her: “not good enough” 😡😠🤬

Come on!!

My answer to her

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First off, I’m really sorry to hear how challenging this has been.

Unfortunately, your story is not uncommon - but that doesn’t make it any less frustrating, and I completely understand how disheartening it can feel.

Honestly, it sounds like you’ve already been doing the tech lead role - just without the official title. And that’s the hardest way in.

The fact that your colleagues are coming to you, including you in higher-level conversations, and seeing you as a leader speaks volumes. That’s something you can absolutely leverage when speaking with your new manager.

Now, to your question:

Should you push for the role with your new boss?

Yes. Push.

You want it, go for it!

This change in management can be a huge opportunity. Your new boss doesn’t carry the previous baggage - start fresh.

Tell them your goal clearly.

Explain why you want the role and why you believe you’re ready.

Share what you’ve already been doing in the absence of the current tech lead, and how the team responded.

Then, propose a concrete growth plan with

• a clear timeline

• actionable steps

• and measurable progress.

Get alignment with your new manager and use it as a shared roadmap.

This chapter in my O’Reilly book “Leveling up as a Tech Lead” tells you exactly how to do it:

And if the feedback is: “You’re not technical enough”?

Don’t just accept it. Push for specifics.

What exactly is missing?

What specific technical expectations do they have?

You deserve actionable feedback - not vague impressions. Without that, it’s impossible to grow in a focused way.

I’ve seen too many people held back based on feelings rather than facts.

If your new manager can’t point to concrete gaps or examples, that’s a red flag - and unfortunately, may indicate you’re in a waiting game that’s not in your control.

But if that’s the case, at least you’ll know - and can make more empowered decisions about your next steps.

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You’ve already been leading.

Now it’s time to claim it 😉

Until next time,

Anemari