Rocket CEO Juha: “People should be led the way they want to be led”
In the dynamic world of IT consultancy, constant change is the norm rather than the exception. Bosses, too, need to keep up to date and learn new things as the world around them keeps changing. Juha Huttunen mans the helm at the Rocket, but who is he and what kind of leadership culture is he building? And most importantly, how does it benefit the rocket scientists?
Rocket scientists longing for stable and human leadership can breathe a sigh of relief when Juha is at the helm. He’s a CEO who never really wanted to become CEO, but who excels in what he does with his fair and human-centred management style.
“I believe in leading by example. Here at the Rocket, we’ve committed to setting the standard and showing the industry the importance of people-centric leadership. A human-centred working culture and leadership should be basic hygiene factors in today's work environments,” he says.
“A human-centred working culture and leadership should be basic hygiene factors in today’s work environments.”
If Juha had a crystal ball, he would predict a surge in the amount of work requiring some kind of expertise, as the automation of routine tasks and AI become more commonplace. This will fundamentally change management, too. “As the value of having a strong expertise increases, managing and caring for people will become more important,” he says.
Firm decisions keep pushing the Rocket forward
In a turbulent market, even the most resilient consultants can start to feel nervy when the continuity of their assignments is uncertain. Today’s IT leaders must possess the ability to withstand the surrounding uncertainty and make prudent decisions that benefit the company and its staff.
The Rocket crew really benefit from Juha’s core skill: he is a steadfast decision-maker.
“The big picture should be examined from a distance to figure out which direction to take next,” Juha says.
Before, Juha could prioritise things and numbers in his decision making. As he’s become more experienced, he’s realised that the most important thing about leadership is people. “It’s the way they are led and how they can contribute to the growth of the company. My job is to help us make smart decisions as a company, together,” Juha says.
But Juha is no autocrat. He wants the whole Rocket team to participate in the decision-making process and to ensure that everyone’s voice is heard. “Only then can our consultants fully support the company’s policies,” he says.
Before founding the Rocket, Juha practised making decisions with four other guys for over ten years. The young entrepreneur’s first company was founded at the turn of the millennium, and he almost invariably ended up as CEO in his business ventures. According to Juha, the years before joining the mother ship were ‘a time of adventures and adrenaline’ that taught him something essential.
“I always wanted to be an entrepreneur, never a CEO,” he says laughing.
“I don't enjoy being the figurehead of a company. But when I see room for improvement, my core competencies and nature take over and I just can't let things go,” Juha explains. That’s why the commander’s helmet fits Juha’s head surprisingly well these days.
The skills and lessons of leadership have not come easily; Juha has had to learn some of them the hard way, sometimes even painfully. If anything, experience has taught him that you are never finished as a leader – quite the opposite.
“I constantly have to learn new things and balance the values and leadership style I strive for with the needs of the people around me. Over the years, I have become more humble and accepting of the fact that I don’t understand or know everything yet,” Juha says.
Understanding different people and life situations
Clearly, some right decisions have been made during the Rocket’s lifecycle, as it has grown from a small start-up to a company with well over fifty employees in 12 years. Alongside the growing pains of the company, Juha has experienced his own challenges – both as a leader and as an individual.
“I’ve had to become more human-centred as a leader, given the diverse needs and desires of all the people in the company. When I was younger, my views could be rather black and white. Someone could’ve called me intransigent, and I certainly couldn’t always relate to other people situations," Juha says.
“I’ve had to become more human-centred as a leader, given the diverse needs and desires of all the people in the company.”
Juha’s leadership can be summarised as a ‘we’ll go that way, follow me’ approach, which instils confidence and guides people forward. “It's in my nature to tackle any obstacle and inspire others to come along. When I was younger and someone got stuck on the way, I didn’t always find much empathy for them, but that has changed.”
Today, Juha acknowledges that no one, not even himself, is perfect. “I’m a softer and more refined version of myself,” he says.
How did he get to this point?
In addition to handling day-to-day office tasks and working with the company’s founding team, Juha’s personal life experiences and his own offspring have helped soften his roughest edges.
“Difficult situations force you to grow. I’ve learned to look in the mirror and practise introspection. I think about my role and how I can contribute to the outcome,” he says.
A crucial source of support for Juha has been his regular meetings with a coach, a practice he’s kept up for over two years. “Originally, I went to see a coach due to some personal issues, but over the years coaching has become very work-orientated. The Rocket is constantly changing and growing, which brings along new challenges all the time. An external coach helps me to reflect on my own actions and provides a fresh perspective on things,” Juha explains.
In other words, Juha takes care of himself and keeps his managerial knowledge and skills up to date, allowing consultants to thrive under his leadership.
What does human-centric leadership look like in the day-to-day operations aboard the Rocket?
“You have to lead people the way they want to be led,” Juha says.
“You simply have to talk to people and get to know them. That’s the only way you can learn to proactively identify different desires and needs,” he says. Communication channels remain open through means such as the Rocket’s caretaker programme.
Setting an example works here, too. “I strive to be fair, open and engaging. We disclose and share as much information as possible with our rocket scientists. I hope it sets a precedent and gives them confidence so that when I am transparent with my employees, they can reciprocate the same openness with me,” Juha says.
Do any rough edges remain?
“When it comes to human interactions, I find the basics really challenging. Difficult conversations never become easy,” Juha says, and in the same breath points out that he gets a lot of support from his colleagues.
Juha also describes himself as a ‘hands-off’ leader, who is irked by micromanagement. “I like it when people are proactive and act independently. The flip side of this is that if someone needs more support from me, I don’t necessarily immediately recognise their need for help.”
Being a self-directed go-getter, finding the balance between providing enough help and delegating responsibility has been challenging. Fortunately, even an old dog can learn new tricks, Juha being a prime example.
“The most important thing in leadership is people, the way they are led and how they can contribute to the growth of the company.”
And what is your biggest leadership lesson, Juha?
“When I was younger, I thought being a leader meant making smart decisions and putting things and numbers first. Experience has made me understand that the most important thing in leadership is people, the way they are led and how they can contribute to the growth of the company. My job is to help us make smart decisions as a company, together,” Juha says.