Tech Leader Power Skills

The soft skills required for each step on the journey from senior developer to tech leader

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The context of engineering leadership differs in important ways from the context most management training is built for:
  • It’s likely engineers will have had less time interfacing with people in their roles compared to equivalent peers in other parts of a business
  • As a result, the gap between individual engineer and engineering manager is wider than in most other job functions, which provides unique challenges for people making the leap because what made them successful as an individual contributor (deep technical knowledge) won't make them successful as an Engineering Manager.
Live &
experiential
Diagnostic
Led by an experienced engineering leader
Hands-on and
Problem-based
Research basis
example modules
Power Skills
Pathways
Senior IC
Explaining technical things to other technical people
Teaching and helping others to learn
Staff Engineer
Decomposing projects;
Making conflict productive
Influencing others
Stakeholder management and RACI
Engineering Manager
Creating a network of collaboration and influence
Running an effective 1-to-1
Giving and receiving feedback
Supporting progression and career goals
Engineering
Director
Situational leadership
Enabling autonomy
Debugging organisational problems
When and how to say no
VP Eng / Head of Eng / CTO
Developing a tech strategy
Making high-leverage decisions
Nurturing culture
Telling people things they won’t enjoy hearing
From learners at a world-leading medtech

I felt I could ask deep questions and receive appropriate and knowledgeable answers.

I felt I could ask deep questions and receive appropriate and knowledgeable answers.

—XXX
XXXXXXXXX

I felt I could ask deep questions and receive appropriate and knowledgeable answers.

—XXX
XXXXXXXXX
Groups &
Pricing
Groups of 3
220/person/session
1:1 sessions
297/session
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