Moving into engineering management can be overwhelming.

• Do you feel less productive when you are not writing code every day?

• Is your team under pressure to increase delivery speed, but you’re not sure what to change?

• Have you avoided giving critical performance feedback because you’re worried about the reactions of your team members?

• Do your hiring targets make you sweat, because you’re not sure how to build up a pipeline of quality candidates? 

What if you knew exactly how to support your team best? What if you had the skills and practice to handle difficult situations with confidence?

You need new skills and new measurements of success.

If you’re an engineering manager, chances are you were previously a software engineer, and probably a pretty dang good one. Moving into management means a lot of uncharted territory. You know you need to get better at people management, but what does that even mean? And how are you supposed to get work done with all these meetings?

In order to perform highly as a manager, you can’t rely on the same things that made you successful as an individual contributor. Instead, you’ll need a new set of tools to navigate all of the new challenges and responsibilities coming your way. Now that you don’t code anymore, how do you know you’re successful, and how can you change your mindset so you feel successful?

Master the skills needed to build and manage high-performing software teams.

You can live up to your own expectations of what a great engineering manager can be. But the hundreds of generic management blog posts won’t help you get there.

No system is the same. Generic articles and management training might steer you in the right direction, but those new techniques can be hard to implement without the ability to practice them first. What’s worse, you’re missing out on all of the unknown unknowns and blind spots in your management skill set. You need targeted training paired with individualized help that allows you to manage through your specific challenges effectively.