IC to Manager : Is It a Step Forward or Backward for You?
summary
Myth-busting session that reports using nine polls, a personal arc of failed managing 13 engineers then rebuilding with a five‑engineer team and rising to director, and concrete yardsticks for deciding whether to move from IC to people manager. Calls out specific falsehoods — leaving people alone is not empowerment, extroversion is not required, and good managers don’t confront is misleading — and focuses on three measurable hard skills: delegation, managing up, crucial conversations, recommended books, and monthly delegation tracking.
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chapters (14)
- 0:00Introduction and speaker intro
- 2:52My IC to manager journey
- 4:39Agenda and key questions
- 5:43Management myths busting
- 16:51Career change vs progression
- 19:19Deciding to become a manager
- 24:43Hardest parts of management
- 27:39Managing up effectively
- 29:48The art of delegation
- 34:32Crucial conversations in management
- 38:46Hats managers wear daily
- 41:52Developing management skills
- 43:38Switching back to IC role
- 44:21Q&A session
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