Engineer To Manager: A Course For New Technical Leaders

Engineer To Manager: A Course For New Technical Leaders
Published 8/2026
MP4 | Video: h264, 1920x1080 | Audio: AAC, 44.1 KHz
Language: English | Size: 1.52 GB | Duration: 1h 6m

Delegation, feedback, one-on-ones, and leading former peers for engineers new to management

What you'll learn
Make the mental shift from individual contributor to force multiplier
Delegate so work gets done well without you doing it — the what/why/not-how handoff
Run one-on-ones that surface real problems instead of rehashing status
Give feedback, positive and corrective, that people can actually act on
Lead people who used to be your peers without going cold or clinging to the old friendship
Make sound decisions with incomplete information, at the right speed for the stakes
Communicate with executives and other teams — translating up and across
Recognize and avoid the traps that quietly burn out new managers
Build a team that runs without you, with real ownership and psychological safety

Requirements
No prior management experience required
No software, tools, or purchases needed
A willingness to take your hands off the keyboard

Description
You were the best engineer on the team, so they made you the manager and then handed you no manual. Overnight, the instincts that made you great (solve it yourself, own the details, keep control of the code) became the very things holding your team back. This course is the bridge across that gap.Engineer to Manager is a direct, practical course built for technical people making the exact jump from writing the code to leading the people who write it. No abstract leadership theory, no fluff, just the concrete skills of the actual job: delegating without micromanaging, running one-on-ones that matter, giving feedback that lands, deciding without a provably right answer, leading the peers who now report to you, and building a team that runs even when you're not in the room.Every lesson is short, specific, and built around one idea: multiply, don't solve. You'll finish each one with something you can use the same day, plus hands-on exercises to apply it to your real team, a community to work through it with, and a two-minute reinforcement tool to make it stick. If you're a new or about-to-be engineering manager who wants to lead well without losing the parts of the work you love, this is for you.What you'll learnMake the mental shift from individual contributor to force multiplierDelegate so work gets done well without you doing it, the what/why/not-how handoffRun one-on-ones that surface real problems instead of rehashing statusGive feedback, positive and corrective, that people can actually act onLead people who used to be your peers without going cold or clinging to the old friendshipMake sound decisions with incomplete information, at the right speed for the stakesCommunicate with executives and other teams, translating up and acrossRecognize and avoid the traps that quietly burn out new managersBuild a team that runs without you, with real ownership and psychological safetyWho this course is forEngineers and developers newly promoted, or about to be promoted, to manage a teamTech leads, dev leads, and senior ICs stepping into people management for the first timeTechnical ICs in data, hardware, IT, QA, or platform roles crossing into managementManagers of new managers, and L&D teams onboarding fresh technical leadsNot ideal for: experienced people-managers seeking advanced org design, or anyone wanting generic, non-technical leadership contentRequirements / prerequisitesNo prior management experience requiredNo software, tools, or purchases neededHelpful but not required: you currently lead, or are about to lead, at least one person — the exercises pay off most when applied to a real teamA notebook or doc for the homework exercisesA willingness to take your hands off the keyboard

Engineers and developers newly promoted, or about to be promoted, to manage a team,Tech leads, dev leads, and senior ICs stepping into people management for the first time,Technical ICs in data, hardware, IT, QA, or platform roles crossing into management,Managers of new managers, and L&D teams onboarding fresh technical leads



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