Clear roadmap and understanding of what good looks like, under the cultural assumptions taken by the course’s author;

Reduced anxiety;

Clear next steps in the journey;

Instantly become more effective at most aspects of the job;

More engaged teams and people;

Improved self-awareness;

Feel confident delivering feedback;

Be able to choose an optimal medium and format for delivering feedback;

Feel and be more productive;

Be in control as opposed to merely reacting to random events controlling your day;

Make conscious decisions about where time goes and doesn’t;

Feel confident delivering feedback;

Be so productive your peers will get jealous;

Feel confident during the most stressful and complicated conversations you will hold in this job;

Learn how to gather evidence like an investigative journalist (almost);

Learn how to be perceived as a thorough, fair manager and how not to try and please everyone;

Learn what are the traits of a successful organization when it comes to spot-on performance management;

Have a roadmap for fixing typical delivery issues in Agile teams;

Be able to confidently articulate benefits of setting goals;

Be able to manage expectations and coach team members on that;

Feel some degree of confidence in the new domain which is human beings;

Understand the pitfalls of modern corporate approach to this, and know how to do better;

Gain some degree of self-awareness and understanding the imperfect nature of the job one’s able to do;

You will learn the basics about managing people from different cultures, we will take a stroll along the dimension of directness in communication;

You will gain insights into top-down and bottom-down cultures so you can deal with both;

You will learn simple conflict resolution techniques and learn where your responsibility begins and ends in relation to that;

Become as efficient as one can be in anything (yes, also beyond management);

Be in a state of relaxed control knowing you don’t have to personally be in every situation but that the vast majority of them will still play out as if you were;

Strike a balance between overdelegation and underdelegation;

Be able to find a balance for catching up with your direct reports;

Have an idea of what a good frequency and structure is for 1-1s;

You will have a model for team maturity that you can easily follow;

You will learn how healthy versus unhealthy teams behave and learn how to fix common issues;

Be able to get through the noise and tell good engineers from not great ones to manage them accordingly;

Feel better knowing you’re balancing your IC work with managerial work;

Have a healthy relationship with your manager and build a wide network of people for when they disappear (they will);