5 MISTAKES TECH MANAGERS MAKE WHEN TAKING ON NEW TEAMS

A 5-Day Email Course on the leadership mistakes managers unintentionally make when they take on new teams, and how those mistakes erode ownership, slow execution, and increase leadership load.

TAKING ON A NEW TEAM RARELY COMES WITH A RESET

You got the new job and it felt like a real step forward. Then reality showed up.

Suddenly you had more direct reports than you’d ever managed before, trust to build with people you didn’t yet know, and a calendar that filled up almost overnight. Slack never really stopped. You didn’t intend to micromanage, but you found yourself involved in everything because you had to be.

At the same time, the tech industry kept doing what it does—reorgs, layoffs, leadership changes, shifting priorities. The environment became more volatile just as your responsibilities expanded.

That’s when the questions tend to surface. How do you stop being the bottleneck without losing control? How do you build ownership so the team can think, decide, and deliver without everything routing back to you?

This 5-day email course is designed for that moment. It surfaces the leadership mistakes that commonly show up when managers take on new teams, and helps you see what needs to change before the leadership load compounds.

THIS COURSE IS FOR YOU IF:

  • You’ve recently inherited a team after a reorg, promotion, or scope expansion
  • You’re more involved in day-to-day decisions than you expected to be
  • Ownership feels thinner than it should
  • Feedback feels heavier and less effective than before
  • Things keep getting more complex, but never actually calmer

START NOW

By the end of the 5 days, you’ll have:

  • Clear language for patterns you may already be seeing
  • A better understanding of why certain problems keep repeating
  • Clarity on what actually needs to change, and what doesn’t
  • Less self-blame and more structural insight