Hiring and Interview Skills to Recruit Top Talent as Manager
John Masud Parvez
5.0 (267)·5h 55m · 48 lectures
$3.00$12–$199up to −98%
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From Engineer to Manager: Leading Your First Team
The new engineering manager guide to delegation, hard feedback, and client pushback — without micromanaging
5.049 reviews119 learners
- All Levels
- 10h 56m video
- 43 lectures
- English
- Captions
- Updated 2026
Taught by Zenson Tran
- 10h 56m of on-demand video
- 43 lectures across 7 sections
- One-off payment — no subscription
- Lifetime access on web and mobile
- Closed captions (English)
Curriculum
6 sections43 lectures10h 56m total
- The Promotion That Felt Like a Demotion35:21
- Why New Engineering Managers Feel Like Impostors5:49
- The most common way new leads fail16:57
- Why an Engineering Manager Who Still Codes Caps Team Performance5:53
- What You Actually Got Promoted For27:05
- "Not Cut Out for Management" or Just New to It?6:31
- The Two Failure Modes25:06
- Micromanaging or Checked Out5:59
- What Makes a Business Succeed, and Where Managers Matter5:50
- You Just Switched Environments: "Kind" vs. "Wicked"4:56
- Expert at the Work, Novice at the System3:34
- Expert at the Work and Expert at the System: Why You Need Both4:28
- The Deadline That Wasn't Really About the Deadline27:03
- How Unnamed Trade-offs Become the Engineering Manager's Fault6:35
- Pushing Back on a Client Without Losing Them23:14
- Interests Versus Positions for Engineering Managers6:53
- When Sales Promises What Engineering Can't Deliver27:15
- Why Risk Must Be Escalated in Writing, Not Absorbed7:29
- Sunk Cost in Technical Decisions26:44
- Why Engineering Leads Keep Defending a Position After the Evidence Turns7:16
- Why Clients Ignore Technical Warnings24:21
- The Curse of Knowledge in Client Communication7:08
- Reporting Project Risk Before It's Confirmed27:14
- Why Stealing Thunder Beats the Blindside6:59
- Why One Explanation Always Fails One of Them7:04
- Explaining the Same Technical Risk to a PM and a CEO26:51
- Losing Your Words on a Client Call22:38
- Why Second-Language Briefings Break Down and Written Preparation Fixes Them7:34
- What Actually Needs a Checkpoint27:26
- Why Uniform Oversight Fails and Reversibility-Calibrated Checkpoints Work7:08
- Setting the Checkpoint, Not the Task27:04
- Why Rewriting Your Engineer's Work at Review Costs More Than It Fixes7:00
- The Slow First Time25:54
- The Learning-Curve Math Behind Letting the Slow First Attempt Run7:25
- Delegating the Why, Not Just the What25:46
- Why Step-by-Step Delegation Fails and Commander's Intent Works7:11
- Managing Your Former Peers26:14
- Why Staying Silent About a Friend's Performance Is Not Kindness7:10
- Why a Third of All Feedback Makes Performance Worse30:09
- Verdict vs. Gap in Engineering Feedback7:11
- Feedback Across the Hierarchy Gap26:24
- Why Textbook Feedback Still Silences Junior Engineers7:34
- Why the Ambush Meeting Fails and Near-Event Feedback Works7:13
About this course
“This course contains the use of artificial intelligence.” You were the best engineer on the team. Then you got promoted — and the skills that made you great stopped being the ones your new job rewards. You're in meetings all day, you barely touch code, and nobody handed you a manual for the hard parts: telling a former teammate their work isn't good enough, pushing back when a client demands the impossible, or deciding whether to just fix the bug yourself or let someone slower learn it. Here's what no one tells …
Before you start
- No requirements
Who it’s for
- This course is for you if you're a senior software engineer, tech lead, or newly promoted engineering manager
- Whether you were promoted last week or you're about to be, you'll leave with a manager's judgment, not just a manager's title.
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