Engineering Leadership Training Topics

Leadership Development

• Advocating for your product
• Being a better leader
• Being a new manager
• Being a new PM
• Being a PM without a technical background
• Being a servant leader under Psychological Safety
• Feeling legitimate leading a team you haven't worked with before
• Gaining respect from your product team
• Gaining support from an executive sponsor
• Giving constructive feedback
• Growing in your career
• Handling work-related stress and tension in your team
• Having more impact as a manager
• Having more impact as an Individual Contributor
• Helping your direct reports grow in their career
• Improving your one-on-ones
• Managing a disagreement between you and other managers
• Managing people with a different skillset than yours
• Managing & retaining rockstar developers
• Managing someone more skilled / experienced than you
• Managing upward
• Overseeing your reports' work without micromanaging
• Resolving unhealthy atmospheres
• Standing up for your team
• Training a manager to be a manager of managers
• Training an IC to a management role
• Transitioning from IC to management
• Transitioning from managing ICs to managing managers

Leadership and Management

• Becoming a manager of PMs
• Becoming an engineering manager without a technical background
• Being a better leader
• Being a new manager
• Coaching emotional and social skills
• Delegating and increasing the accountability of your reports
• Empowering your product team
• Gaining respect from your product team
• Handling promotion
• Having more impact as a manager
• Having more impact as an individual contributor
• Managing in a matrix organization
• Managing junior engineers
• Managing people with a different skillset than yours
• Managing & retaining rockstar developers
• Managing someone more skilled/experienced than you
• Managing upward
• Plan your succession
• Resolving unhealthy atmospheres
• Retaining engineers and preventing churn
• Retaining high performers
• Rewarding high potentials
• Training a manager to be a manager of managers
• Training an IC to a management role
• Transitioning from IC to management
• Transitioning from managing ICs to managing managers

Team Building and Collaboration

• Aligning your team with the company goals / vision
• Building engagement and motivation when onboarding
• Building / formalizing the career ladder in your company
• Building trust as a manager
• Building your company culture
• Collaborating better with your remote teams
• Communicating with non-engineering teams / people
• Communicating with your product team
• Delegating and increasing the accountability of your reports
• Developing team rapport
• Empowering teams to be more autonomous
• Handling promotion
• Handling the first promotions in an early-stage startup
• Improving collaboration between cross-functional teams
• Improving collaboration between engineering and business
• Improving collaboration between engineering and product
• Improving collaboration between engineers of the same team
• Improving collaboration with contractors
• Improving documentation
• Improving sprint planning
• Increasing diversity in your team
• Increasing the engagement and productivity of your team
• Increasing visibility
• Introducing automated testing
• Keeping a team motivated when downsizing
• Making hiring more time-efficient
• Managing junior engineers
• Managing your product team remotely
• Onboarding and training junior developers
• Providing learning opportunities to engineers
• Putting ego aside
• Putting feelings aside
• Sharing Information through an Eng Team
• Structuring a scaling team
• Structuring processes of a scaling team
• Successfully integrating new teams after an acquisition
• Successfully onboarding new hires
• Working with former peers

Hiring and Recruitment

• Assessing technical abilities when interviewing
• Hiring for a different skillset than yours
• Hiring people from non-traditional backgrounds
• Knowing what profile/skillset you need to hire
• Recruiting PMs
• Sourcing and attracting great engineer candidates

Product Development

• Building a data product
• Building a MVP with AI
• Building and managing a data team
• Building and managing a product team
• Building and managing a security team
• Building and managing platform team
• Building a product from scratch
• Building a product team from scratch
• Building a QA team
• Conducting user research
• Defining the product strategy
• Defining well your product metrics
• Empowering your product team
• Finding a product-market fit
• Prioritizing product features
• Prioritizing what your team should work on
• Setting up a product roadmap

Product Management

• Advocating for your product
• Building a data product
• Building and managing a product team
• Defining the product strategy
• Defining well your product metrics
• Ensuring alignment
• Finding a product-market fit
• Handling work-related stress and tension in your team
• Improving collaboration between engineering and product
• Launching a product in a new continent/country
• Managing expectations on product
• Managing your product team remotely
• Prioritizing product features
• Providing learning opportunities to engineers
• Setting up a product roadmap

Technical Development

• Assessing technical abilities when interviewing
• Being a software engineer in a hardware company
• Breaking a monolith into microservices
• Building and managing a data team
• Building and managing platform team
• Changing a company
• Choosing the right architecture
• Coaching emotional and social skills
• Developing a strategy

Technical Skills and Practices

• Breaking a monolith into microservices
• Developing a strategy
• Implementing Squad/Tribe structure in Engineering Team
• Improving a peer review process
• Improving collaboration between cross-functional teams
• Improving documentation
• Improving on-call
• Improving sprint planning
• Introducing automated testing
• Measuring the performance of your engineers
• Migrating from manual QA to automated QA
• Migrating to cloud
• Scaling a product team
• Setting up an architecture committee
• Setting up dev processes
• Solving complex technical problems
• Understanding and implementing metrics for my team or myself
• Working in an agile environment