How to build brilliant managers (including yourself)
summary
Argument: promoting top engineers without training fails, so build management deliberately. Employer example: a 200,000-person company trains every manager with a six-month onboarding covering situational leadership, coaching and growth mindset. Practical moves offered: mentor juniors, join interview panels, run side projects, translate business goals into team plans. Framework to use is model, coach, care. Measured claim: manager impact is indirect — success multiplies through the team, not personal output.
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chapters (10)
- 0:00Start
- 5:55WHAT MAKES A BRILLIANT PEOPLE MANAGER?
- 6:32WHAT ATTRIBUTES DOES A MANAGER NEED?
- 8:03WHAT SHOULD A MANAGER FOCUS ON?
- 18:16HOW DO I GO FROM IC TO MANAGER?
- 23:01HOW DO I TRANSITION FROM IC TO A MANAGER IN THE SAME TEAM?
- 27:16HOW CAN I PREP FOR MANAGEMENT?
- 29:02HOW DOES MICROSOFT MAKE BRILLIANT MANAGERS?
- 33:09WHAT IS MODEL COACH CARE?
- 37:47WHAT SHOULD A COMPANY FOCUS ON?
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