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Engineering Leadership Training Topics

  4 min reads

An extensive list of engineering leadership training and mentorship topics that can be useful if your team is also responsible for leadership training.

Advocating for your product
Aligning your team with the company goals / vision
Assessing and boosting the motivation of your remote engineers
Assessing technical abilities when interviewing
Avoiding burnout
Avoid ownership-related conflicts
Balancing stakeholders requirements
Balancing time and prioritizing your work
Becoming a manager of PMs
Becoming an engineering manager without a technical background
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
Being a software engineer in a hardware company
Being more communicative with your team
Boosting the confidence of one of your reports
Breaking a monolith into microservices
Bringing change in non-tech processes and getting the team to buy in
Build a Performance Improvement Plan
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
Building a team
Building engagement and motivation when onboarding
Building / formalizing the career ladder in your company
Building trust as a manager
Building your company culture
Changing a company
Choosing between hiring full-time employees or using contractors
Choosing managers internally or hiring externally
Choosing the right architecture
Coaching emotional and social skills
Collaborating better with your remote teams
Communicating with non-engineering teams / people
Communicating with your product team
Conducting user research
Convincing management and/or team members that something is worthy
Creating an in-house mentorship program
Cultivating user empathy
Dealing with absent peers
Dealing with a challenging employee
Dealing with a good but secretive and quiet engineer
Dealing with an underperforming employee
Dealing with dependencies
Dealing with (internal/external) stakeholders
Dealing with lack of discipline in your team
Dealing with unethical / uncomfortable situations
Dealing with unexpected reaction from the team
Dealing with unrealistic requests from other teams or upper management
Deciding between IC and management (for yourself or your reports)
Deciding between infrastructure options
Deciding whether to have remote teams
Defining the product strategy
Defining well your product metrics
Delegating and increasing the accountability of your reports
Developing a strategy
Developing team rapport
Embracing failures
Empowering teams to be more autonomous
Empowering your product team
Encouraging people to take ownership
Enhancing incident management
Ensuring alignment
Establishing OKRs / goals for your team
Estimating time requirements and setting deadlines
Evolving as a product manager
Evolving from cofounder to CTO/VP of your growing startup
Feeling legitimate leading a team you haven't worked with before
Finding a product-market fit
Finding the balance between quality and speed
Finding work-life balance
Gaining respect from your product team
Gaining support from an executive sponsor
Gaining the trust of your reports when joining a new team / company
Giving constructive feedback
Growing in your career
Handling a layoff
Handling an employee asking for an undeserved raise / promotion
Handling promotion
Handling the first promotions in an early-stage startup
Handling work-related stress and tension in your team
Having a large number of direct reports
Having good visibility on the work done by remote teams
Having leadership in a remote workplace
Having more impact as a manager
Having more impact as an Individual Contributor
Helping your direct reports grow in their career
Hiring a VP / CTO in a startup
Hiring for a different skillset than yours
Hiring people from non-traditional backgrounds
Identifying customer needs
Identifying how you can improve and grow as a manager
Implementing Squad/Tribe structure in Engineering Team
Improving a peer review process
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 on-call
Improving sprint planning
Improving strategic thinking
Improving the efficiency of meetings you organize / attend
Improving your one-on-ones
Increasing diversity in your team
Increasing the engagement and productivity of your team
Increasing visibility
Introducing automated testing
Keeping a team motivated when downsizing
Keeping up / improving your tech knowledge even as a manager
Knowing what profile / skillset you need to hire
Launching a product in a new continent/country
Leading an organization/team through a change
Leading remotely
Making decisions concerning compensation and raises
Making fair decisions
Making hiring more time-efficient
Making your customers happy
Managing a disagreement between you and other managers
Managing expectations on product
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
Managing users feedback
Managing your product team remotely
Measuring the performance of your engineers
Migrating from manual QA to automated QA
Migrating to cloud
Motivating your team
Navigating acquisition
Navigating cultural differences
Onboarding and training junior developers
Overcoming high stress / depression due to work
Overseeing your reports' work without micromanaging
Plan your succession
Preparing for the challenges of having a remote office
Prioritizing product features
Prioritizing what your team should work on
Providing learning opportunities to engineers
Putting ego aside
Putting feelings aside
Putting in place non-tech processes as your company grows
Recruiting PMs
Reducing cloud costs
Removing tech debt
Reorganizing / restructuring your team
Reorganizing your product team
Resolving unhealthy atmospheres
Respecting deadlines
Retaining engineers and preventing churn
Retaining high performers
Rewarding high potentials
Scaling a product team
Setting goals for your teams
Setting up a good hiring and interview process
Setting up an architecture committee
Setting up a product roadmap
Setting up dev processes
Sharing Information through an Eng Team
Solving complex technical problems
Sourcing and attracting great engineer candidates
Standing up for your team
Structuring a scaling team
Structuring processes of a scaling team
Successfully integrating new teams after an acquisition
Successfully onboarding new hires
Switching back to an IC role
Switching from a large company to a startup
Switching from a startup to a large company
Training a manager to be a manager of managers
Training an IC to a management role
Training engineers on technical skills
Transitioning from IC to management
Transitioning from managing ICs to managing managers
Transitioning from waterfall to agile
Understanding and implementing metrics for my team or myself
Verifying company fit when interviewing a candidate
Working in an agile environment
Working in an entirely distributed team
Working with contractors
Working with former peers

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