From Technical Expert to People Manager
Being the best engineer on the team is not the same skill as leading the team. For people promoted for their technical judgment who now need a second skill set nobody taught them.
Who This Is For
Individual contributors newly promoted into their first people-management role, managing former peers for the first time.
What You'll Cover
Shifting Identity
Moving from top individual performer to a multiplier of the performance of others.
The First One to One
Running early one to ones and setting clear expectations with former peers.
Feedback Without Defensiveness
Giving direct feedback in a way that lands as help, not criticism.
Stepping Back From the Work
Recognizing and stepping out of the habit of still being the one who does the hardest work.
Course Details
Being the best technical performer on a team is not the same skill as leading it. This program is built for people promoted for their technical judgment who now need a second skill set nobody taught them.
It covers running a first one to one and setting expectations with former peers, giving feedback without triggering defensiveness, and recognizing when to step back from doing the work yourself.
What You'll Learn
- Shift from individual output to team output as the measure of success
- Run a productive first one to one with a direct report
- Give feedback that lands without triggering defensiveness
- Recognize when to delegate work instead of doing it yourself