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You don't know how to become an Engineering Manager for the first time? This course is for you!

Here we will show you how to grow inside the same company or interview your way to another company and get the first offer as a Manager.

This course is full of easy to use and applicable advice to guide you through this really difficult process.

The whole course is targeting developer of any level who wants to be a Manager, including Lead engineers, currently responsible for technical delivery BUT not for people management.

Every lesson is based on reality proven examples and advises which already help at least dozen of people who are happy managers right now.

Current course is up-to-date with latest trends in interviewing, all stages are taken from real interviews which have been passed by actual senior developers or engineering managers, who did get an offer at the end of it.

If you will follow the advice, including books and courses recommendations, you will be prepared to embrace most of the difficult questions which you might be asked.

The whole course is separated by three main sections:

HTBAEMFTFT 0 - Intro.mp4

Hey there! My name is Vad and as a software developer with quite some experience in different technologies and 10+ years experience in software development, I would like to share my experience with curious audience.

I want to mostly focus on Engineering Management and Leadership but nobody will stop me from sharing some insights on the latest trends!

Vadym Kukhtin

Passion for Software Engineering and Leadership

HTBAEMFTFT 1 - Welcome to the course.mp4

How to Become an Engineering Manager for the First Time: Course Introduction

Hello, and welcome! I’m Vadym, your guide for this course on how to become an engineering manager for the first time. With a decade of experience in software engineering and a couple of years as an engineering manager, my aim is to provide you with a comprehensive roadmap tailored to help you navigate the transition into managerial roles effectively.

In this course, we will focus on two primary paths to becoming an engineering manager:

As an added benefit, I will provide recommendations for books and video courses that will support you further in your journey to becoming a successful engineering manager.

Without further ado, let’s dive into the course material and start your journey toward becoming an engineering manager. I'm excited to guide you through this transformative process, equipping you with the knowledge and skills necessary to thrive as a leader in the engineering field.

Welcome to the course

HTBAEMFTFT 2 - Course structure.mp4

Becoming a Manager: A Comprehensive Course Guide

Welcome to our course designed to guide you through the journey of becoming a successful manager. Throughout this course, we'll break down the complexities of transitioning from an individual contributor to a managerial role, providing clear lessons, practical examples, and summaries to ensure you grasp the key concepts and tools necessary for your new responsibilities.

In this section, we'll explore whether you truly want to step into a managerial role and discuss various pathways to becoming a manager.

This section will focus on how to grow into a managerial position within your current company, addressing the specific challenges you might encounter.

Section 3: Considering External Opportunities

Sometimes, seeking a managerial position outside your current company may be more viable. This section guides you through the external job market and how to position yourself as a first-time manager.

This section offers recommendations for further reading and additional video courses that can support your learning journey.

We'll wrap up the course with a concise summary and actionable next steps to ensure you're ready to apply what you've learned.

This course is packed with practical information and strategies to equip you for the exciting yet challenging journey into management. Your days as a manager may not be as structured as those of an individual contributor, but with the right tools and mindset, you can make the transition smoothly.

Stay dedicated and remember, you can do it. See you in the next lesson!

Course structure

HTBAEMFTFT 3 - What are the expectations from an EM.mp4

Welcome to the Intersection! In this section, we aim to answer your first question: Why do you want to become an engineering manager? Is it for more money? More power? The ability to direct people?

What is the Role of an Engineering Manager?

A common misconception among developers is that becoming an engineering manager is a promotion. In reality, this shift is not a direct promotion, but a move from one role to another. Yes, managers are often paid more than senior engineers, but not always and not everywhere. The core of this job involves planning and strategizing team output, looking at priorities, and shifting focus specifically when required.

The Journey of Becoming an Engineering Manager

As a manager, you need to help your teammates grow every day. The 'helping' aspect can often be vague, leading to multiple mistakes. You might become overprotective, provide no real guidance, or lean towards micromanagement. However, with time and experience, you'll find the right balance that works best for you and your team.

Being a manager also helps in developing your mentorship skills and allows you to guide your teammates. Remember, mentorship is the fastest and surest way to success if it's a relationship where the mentor is experienced, and the mentee is willing to listen and learn.

Another essential aspect of being a manager is dealing with the team's budget. As a manager, one should understand the work hours capacity, the cost of each feature development, the expenses on infrastructure, etc.

Part of the role involves planning to ensure that everyone has enough work. It involves dealing with specificities of each platform and recognizing that some platforms might develop faster than others.

Lastly, as a manager, you're responsible for your team's delivery, and you're your team's technical representative. You need to collaborate with your product manager to prioritise the technical depth properly and ensure the quality of the software aligns with best practices and the standards of your organisation.

As you delve deeper into the role, you'll explore the myriad skills that a manager should possess—but before that, reflect on one important question: Do you really want to become a manager?

What are the expectations from an EM

HTBAEMFTFT 4 - Do you really want to be one.mp4

Wanting to become a manager isn't a decision to be taken lightly; it should be backed by a genuine desire to take on the role's responsibilities and challenges. There are two primary mindsets:

Having a long-term plan increases your chances of being a successful manager. A clear purpose will help withstand struggling periods and overcome challenges.

Embrace the culture of trial and error. Before jumping in, read about the role, watch related video courses, and learn about the nature of the job. A possible start could be embracing a position that involves 50% coding and 50% managing. But avoid managing five or more people across three platforms while coding daily—it could lead to disaster and burnout.

Research says that 60% of new managers fail within their first 24 months on the job. Hence, thorough preparation, dedicated training, and readiness are key.

Embrace the challenges and growth opportunities of becoming a manager. By being well-prepared and understanding what you're signing up for, you can enter the exciting world of engineering management. Stay tuned for more insights in our next section.

Do you really want to be one

HTBAEMFTFT 5 - Most obvious way.mp4

Grow Within the Same Company - Aspiring to be Successful Managers

This section guides you on how to leverage your existing position within a company to begin your journey as a manager. Understanding your company's current environment, processes, and values is pivotal to your pursuit of a management role.

Being part of the same company gives you an understanding of the team's operations.

Even if you are transferred to a different team, familiarity with the overall company culture aids the transition.

Clearly identifying what is working well and what requires improvement is easier within a well-known context.

Ideally, you would already align with the values, development trajectory, and management style of the existing senior leadership.

Being at the core of the organization provides numerous growth and learning opportunities.

Being knowledgeable about your colleagues' productivity, work ethic, and seniority helps in managing resources and projects efficiently.

The Advantages of Career Growth within the Same Organization

Understanding how other people in your company have grown in their careers can guide your own career trajectory.

Most companies provide a clear framework and guidelines for potential career growth, making it easy to understand and aspire towards new roles.

Knowing other teams or managers in the company provides a broader perspective of the company's workings.

Having passed the probation period provides a layer of job security.

If you've immigrated from another country, staying within the same company eliminates the need for additional paperwork related to job changes or visa applications.

There are numerous ways to step into your first managerial role. The next sections will delve deeper into these methods. Stay tuned for more indispensable advice on navigating your professional growth within familiar territories.

Most obvious way

HTBAEMFTFT 6 - Find gaps and propose improvements.mp4

Leadership: Addressing Team Challenges and Proposing Improvements

In this lesson, we delve deep into the role of a future leader, discussing ways to identify and address issues within a team, and how delegation can be effectively used. We talk about the importance of problem-solving and propose improvements. Also, we highlight areas to look for in the improvement process and give detailed examples for better comprehension.

A future leader should take the initiative to find and address issues within the team. These issues can range from technical glitches, a process requiring optimization to problematic behaviors. When gaps are identified, fixes should be proposed and ideally, a leader should demonstrate the solutions before delegating duties.   

To successfully implement fixes and delegate tasks, let's consider an example. Imagine a Back-end Engineer in a search team. The team handles a backend service consisting of different elements which have dependencies. There might be a need to improve the latency and costs associated with the search API gateway. Here's a step-by-step guide on how you can do so:

Executed successfully, such an improvement plan can greatly enhance your credibility and lead to a managerial promotion.

The essence of leadership lies in setting goals and enabling the team to achieve them. Delegation is a crucial part of this process. By entrusting tasks to fellow team members, successful delegation can be a stepping stone towards leadership.

Improvements can occur in any area, be it front-end mobile development or back-end processes.

Improvements can also take the form of process enhancement. As a leader, you're responsible for team processes as well. An illustration of process improvement could be amending the information in task tickets. By adding structure to the information and outlining clear objectives, your tickets can become much more beneficial. This can greatly simplify team workflow and boost team delivery.

Look forward to our next section where we will continue exploring other ways to improve your team and earn potential points that can pave your path to becoming a manager.

Find gaps and propose improvements

HTBAEMFTFT 7 - Use career framework literally.mp4

Understanding Career Frameworks and Pathways for Promotion

Welcome to the learning platform for career growth. This module will guide you on what career frameworks are and how can they help you in understanding your professional growth pathway.

This lesson nurtures your understanding of company requirements, successful manager attributes, and using career frameworks. Before diving deep, let's understand that a career framework is a blueprint of your career path. It serves as a guiding star highlighting your current position and the steps you can take for promotion.

In the next section, we will illustrate a sample career framework to help you understand these fundamentals.

Our sample framework features the roles of Junior, Middle, Senior, and Manager. For each role, we've established three columns: Meets Expectations, Does Not Meet Expectations, and Exceeds Expectations.

Looking to grow and reach that Manager role? Here's how to use the framework as your guide:

In conclusion, a career framework is an important tool to evaluate your growth, identify your strengths and areas for improvement, and set your next goals. 

Remember, understanding the career framework is a journey, not a destination. Keep growing & keep learning.

Use career framework literally

HTBAEMFTFT 8 - Be proactive.mp4

Essential Qualities For Future Managers: Enthusiasm and Proactiveness 

In a changing business environment, certain qualities are vital for future managers, such as enthusiasm and proactiveness, a drive for change and the desire for improvement. This guide will help you understand how to adopt these qualities and demonstrate them effectively in your actions.

As a future manager, it's important to be proactive. This refers to two types of proactivity:

It's critical to understand that proactivity that doesn't add value, such as making jokes or commenting on every thread, is not the kind of practice that can propel you to managerial positions.

Proactive individuals don't wait to be tasked or asked before making improvements or solving problems. By indicating your desire to take the initiative, you portray yourself as a motivated, resourceful individual capable of handling additional responsibilities.

Managerial roles often require going the extra mile. Proactive employees not only complete their tasks but also look to exceed expectations and deliver exceptional results. This kind of commitment to excellence provides evidence of your willingness to invest the resources required to achieve significant results.

Problem-solving skills are vital. Instead of waiting for problems to escalate, identify potential challenges or inefficiencies, and propose solutions. This proactive approach contributes to the overall success of the organization.

Demonstrating your willingness to take on new responsibilities or projects is a clear sign of your potential for growth. By voluntarily taking on challenging assignments, you display your versatility and the ability to handle increased workloads.

Commitment to Self-Development and Learning

Proactive individuals are always looking to grow and improve. They do this by seeking training opportunities, staying updated with industry trends, acquiring new skills, and constantly demonstrating their commitment to professional growth.

Proactive people are great communicators. They consistently share ideas and provide regular updates, clearly expressing their aspirations and goals. Effective communication makes others understand your proactive efforts, your achievements, and the value you add to the organization.

Remember, promotion is linked to action; demonstrating these proactive behaviors can set you on the track towards being a future manager. If you are waiting for more load or orders, it may signal you're not ready for a managerial role, as this requires the ability to self-direct, engage proactively, and continuously deliver exceeding results. Stay proactive and aspire for excellence! See you in the next lesson.

Be proactive

HTBAEMFTFT 9 - Use Feedback.mp4

Effective Feedback: A Crucial Factor For Growth

Being able to deliver feedback effectively is a distinctive skill that sets you apart from others, especially in the professional world. Providing constructive, factual, and clear feedback can make a crucial difference in performance reviews and daily work routines. In this article, we will discuss how you can improve your feedback skills and use templates for different situations. 

The short version of the feedback should be concise and to the point, typically used for individuals you haven't interacted with extensively. It addresses key areas like:

The long version provides a deeper assessment and is typically used for those you work with regularly or for in-depth performance reviews. Key components of this feedback include:

With such a structured approach, your feedback will have a significantly positive impact on the individuals and the team as a whole.

As highlighted in this article, providing effective feedback to colleagues is not only about improving their performance but also about earning the recognition necessary for your own growth. Remember, the focus should always be on developing a constructive dialogue. This will ensure that you stand out and will also foster the professional growth of your colleagues. 

Use Feedback

HTBAEMFTFT 10 - Use Code Reviews.mp4

Code Reviews: Proactiveness and Best Practices

This section is a comprehensive interpretation of the video course. It provides a solid foundation on the best code reviewing practices. 

The following pointers extensively cover best code review practices to adopt for an efficient and constructive review process:

Quality PR reviews are integral in maintaining high code quality and nurturing a healthy development culture. They can also expedite your career progression in an easy yet accessible approach.

Use Code Reviews

HTBAEMFTFT 11 - Re-organisation is a disaster... or opportunity.mp4

Reorganisation within a company: An opportunity for career advancement

Reorganisation within a team or department of a company is often a challenging and stressful time. It frequently involves layoffs, shifting company directions, or shutting down major projects. Despite these factors, it can also be a time for great opportunity, if you're prepared for it.

Key Factors for Successful Reorganisation 

There are four crucial elements that typically influence a successful reorganisation:

While these percentages are arbitrary, they help to highlight the importance of each factor.

Here is an example of how reorganisation could happen in a data-focussed team:

Who would be the ideal candidate to manage this team? It could be you—provided you've taken the right steps to be prepared. Propositioning your team structure to your current manager and volunteering to manage the transition between departments can showcase your readiness to take on new responsibilities.

Reorganisation within a company is no easy task, but viewed in the right light, it can present an excellent opportunity for career advancement. By taking on an active role in the reorganisation process, you can increase your chances of receiving a promotion.

Re-organisation is a disaster... or opportunity

HTBAEMFTFT 12 - Management change. No worries.mp4

Coping with New Management: A Learning Guide

Cultivating an Open and Receptive Mindset

Every new manager is unique and will have specific expectations. By showing an open mind, proactive communication and willingness to collaborate, you can establish a positive and productive relationship with your new manager. Always remember, your ability to adapt to and work well with different management styles will be an asset in your professional development.

Management change. No worries

HTBAEMFTFT 13 - Build trust from your manager.mp4

Working to elevate your professional standing and demonstrating your potential for promotion necessitates continuous focus and effort in key areas. This insight helps you to build a strong foundation of trust with your managers.

Always aim to produce work of high quality that meets or exceeds expectations. Show dedication in every task to ensure you produce the best results. Strive for excellence in your performance as this reflects positively on your capabilities.

Transparent and open communication with your manager is crucial to build trust. Regularly update them regarding your progress, challenges, and the support you require. Active and attentive listening further strengthens your communication.

Building trust also involves reliability and accountability. Always fulfill your commitments, meet deadlines, and take ownership of your responsibilities. A willingness to admit to and learn from your mistakes contributes to demonstrating your reliability.

Adopting a professional demeanor, adhering to company policies and values, and demonstrating integrity, respect, and responsible handling of sensitive information will help you garner trust. Any breach in these areas can significantly erode the trust you've built

Active engagement in seeking feedback from your supervisor can help you identify areas of improvement. Acting on received feedback not only improves your skills but also shows your eagerness to grow, further enhancing trust.

Remember, building trust is a process which requires time and consistent effort. By focusing on the above-stated areas, you can improve your professional reputation, open avenues for promotion, and deepen your relationship with your manager.

Build trust from your manager

HTBAEMFTFT 14 - Summary.mp4

Let's recap the essential points from this chapter:

Stay tuned for the next chapter, where we'll be delving into the interview process and how to secure your first offer as a manager!

Summary

HTBAEMFTFT 15 - Be hired up as a Manager.mp4

In this chapter, we will navigate the path of seeking a managerial position in a company. We will offer in-depth insights on preparing your CV, choosing the right company, acclimatizing to new roles, and surviving the first 90 days in a new position. 


This section guides you on how to prepare an astonishing CV. We'll show which sections are more essential and what needs to be added in there.


Discover how to determine the ideal company and understand if a company has the need for a manager. 
  


3. Transitioning from a Lead Developer to Managerial Role:


Explore whether it would be beneficial to take on the role of a lead developer before progressing to a management position.

4. Managerial Interview vs Software Developer Interview:


Delve deeper into the differing expectations between a managerial and a software developer interview. Learn about the extra steps involved for a managerial role interview and understand the emphasis of each interview.


Learn survival tips for your first 90 days in a new managerial role and get expert advice on optimal behaviors, strategies to succeed, and how to handle overwhelming situations.

The information shared in this chapter is based on personal, friends and colleagues' experiences. They transitioned from senior or lead developers in one company to become managers in another.  

Now, let us dive straight into preparing your CV!

Be hired up as a Manager

HTBAEMFTFT 16 - CV Preparation.mp4

Here, we help you understand the complexities and demands of Engineer Manager roles, highlighting crucial skills and desirable experience. We provide tips on how to effectively present these on your CV for maximum impact.

Engineering Manager Roles - Commonalities and Differences

Engineering Manager roles often vary across different companies. However, they can commonly be categorized into two distinct variations - hands-on and hands-off.

As the term suggests, a hands-on Engineering Manager is deeply involved in the technical aspects, including coding, deployment, and understanding the code base. Often real-life experiences are critical, as seen in typical job postings on LinkedIn. Substantial experience with specific technologies like Node.js, Java or AngularJS, is fundamental, and possessing practical skills in these areas is non-negotiable.

Contrastingly, the role of a hands-off Engineering Manager focus more on team building, people development and staying in tune with the latest engineering trends. While it is advisable to write code occasionally, it is not mandatory as the primary job is to strategize, set roadmaps, have technical discussions, and manage complex back-end systems and customer-facing platforms.

We have defined these roles against four key determinants – coding, design, communication, and organization.

An essential skill for hands-on roles, but less pivotal for hands-off.

Understanding the architecture of client and backend services is critical for both roles and may require intermittent review and improvement.

You need to become the technical representative of your team, hence efficient communication in meetings, explanations of details, and preparation of tasks for developers is important for both roles.

Hands-off managers often partake in improving departmental processes, the hiring pipeline, interview question formulation, and other company-level activities. Hands-on managers, due to their overwhelming technical involvement, often lack the bandwidth for these activities.

Remember, your CV should mirror the specifics of the role you're eyeing. Highlight your skills and experiences to show you're capable of the responsibilities that come with it. Good luck with your application!

CV Preparation

HTBAEMFTFT 17 - CV Preparation - Part 2

This learning resource accompanies our video content and focuses on how to tailor your CV effectively for different roles within the tech industry. It mainly discusses the 'hands-on manager' and 'hands-off manager' positions and provides specific tips on what to focus on while preparing your CV for these roles.

CV Preparation for a Hands-On Manager Role

If you're applying for a hands-on manager role, one of the key facets to focus on is your work on open source projects. Be sure to add links to these projects on your CV, alongside a detailed explanation of why you participated, what role you had, and how you contributed to the project's evolution.

The ability to dive deep into every technical detail from your previous experience is crucial. Be prepared to discuss how projects started, ended, and what their goals were. This not only highlights your technological prowess but also emphasizes your comprehensive knowledge of the project lifecycle.

As the hands-on manager often assumes the dual role of a lead developer and a manager, showcasing mentoring capabilities is crucial. Include instances where you were able to assist and support your teammates with patience and care.

CV Preparation for a Hands-Off Manager Role

When applying for a hands-off manager role, it's essential to stress your leadership capabilities. Include instances where you led significant team changes or improvements successfully.

2. Motivation and Team Engagement Approach

You should also explain your approach to team motivation and engagement. Demonstrate this by citing examples from your past experience and provide insights as to how you plan on maintaining engagement and motivation levels within the team.

Even as a hands-off manager, the ability to mentor is extremely valuable. Demonstrate your ability to support and assist your teammates patiently and with care, even if you're not well-versed in all the technical specifications. For instance, suppose you're a backend engineer unfamiliar with frontend work or a mobile developer with no experience in backend or web, juxtapose this with an instance where you've had to mentor or support colleagues from these areas.

Welcome to the course

How to Become an Engineering Manager for the First Time: Course Introduction

Introduction

Overview of the Course

Bonus Section

Let's Get Started!