CEO Energy at the Helpdesk

Great Technicians and Service Coordinators Think Like Leaders

In most companies, people love to quote the habits of high-performing CEOs: clear vision, calm under pressure, decisive action, strategic thinking. But what if I told you those same traits show up daily in people you probably don’t associate with executive power? If you're like me, you're probably not surprised!

I’m talking about service coordinators, field technicians, helpdesk staff—the people who don’t have C-suite titles but are, in many ways, the operational heartbeat of a business.

In my role as Head of Marketing at Kosh, I have the unique opportunity to work closely with every department. From that vantage point, I’ve seen something time and again: the best technicians and service staff share the same core habits as great CEOs. Not just in theory, but in practice.

I was inspired by McKinsey's article, Everyday habits: How CEOs navigate their six core responsibilities, to investigate these six core responsibilities through the lens of Kosh's technical staff.

1. Clarity of Direction

CEOs set strategic direction, often by boiling down complex plans into simple one-pagers and a handful of clear priorities. The best tech professionals do something remarkably similar. They turn noisy service queues and competing client demands into focused, prioritized action.

They don’t just ask “what’s next?”—they ask: What’s most important right now? What will move the needle for the client or the team?

I’ve seen service coordinators and project leads bring this level of clarity to our operations every day.

2. Aligning the Organization

A big part of the CEO role is ensuring every part of the company is aligned to the mission. At a smaller organization, this doesn’t come from org charts—it comes from communication.

The best coordinators align projects across departments. The best techs loop in sales when a fix affects the client relationship. I’ve seen helpdesk staff stop and explain something to a new team member—not because it’s required, but because they know alignment matters.

At Kosh we're all rowing in the same direction with our customers so when we see someone unknowingly rowing in the opposite direction, we help them turn around.

3. Mobilizing Through Leaders

CEOs are expected to empower and grow other leaders. I’ve seen the same happen when experienced techs train junior staff, or when a dispatcher brings calm and confidence to a chaotic morning standup.

Some of the strongest moments of internal leadership I’ve witnessed have come from non-managers. That leadership energy—the ability to steady the room, to clarify, to act—flowing throughout the company is what makes organizations like ours resilient.

4. Engaging with the Board (or Decision Makers)

At smaller companies, there may not be a board—but there are still people making funding, hiring, and investment decisions.

When frontline staff write crystal-clear documentation, when they escalate a problem with full context, when they present a solution instead of just a ticket—they are practicing the same habits CEOs use to engage with directors and stakeholders.

5. Connecting with Stakeholders

The best CEOs know how to meet with investors, regulators, and media—but they also visit stores, listen to call recordings, and walk factory floors.

Our techs are the front line with our clients. When they treat each interaction as a chance to build trust—not just fix a problem—they’re doing exactly what high-performing CEOs do: using every touchpoint to strengthen the relationship by being attentive, knowledgeable, and having the customer's best interests at heart.

6. Managing Personal Effectiveness

Every leader has a rhythm. The CEOs McKinsey studied take walks, review their day, meditate, block time for deep work.

And the best frontline staff? They manage themselves with intention. I’ve met service coordinators who take five minutes each morning to review priorities. I’ve seen techs who quietly clean up documentation or automate a small process to save time for others.

They may not have a corner office, but they manage their energy like professionals.

I think this is an area that most organization can continue to improve. Just making sure people feel comfortable taking a break, getting up and away from the screen for just a few minutes can go a long way in allowing staff to manage their own personal effectiveness.

Leadership Isn't a Title

If you’re a business leader and you think leadership lives only in your boardroom or management meetings, you’re missing the most important room: the one with your frontline team.

The people managing your systems, answering your support tickets, and solving your problems are the same people building your reputation, maintaining your uptime, and helping your staff do their jobs.

Leadership shows up everywhere—especially in the quiet, critical, always-on world of IT.

That’s what I’ve witnessed at Kosh Solutions. And that’s what I see every day in the people I work with.

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 Disclaimer

The information contained in this communication is intended for limited use for informational purposes only. It is not considered professional advice, and instead, is general information that may or may not apply to specific situations. Each case is unique and should be evaluated on its own by a professional qualified to provide advice specifically intended to protect your individual situation. Kosh is not liable for improper use of this information.