Situations we tackle
Find the moment that matches where you are
Instead of organizing sessions by job title, they're organized by the specific moment in a transition. Below are the situations covered across the current series.
When you're suddenly managing people who used to be your peers
This is one of the most common starting points. Someone is promoted from within a team and now has to set direction for the same colleagues they used to sit next to at lunch. The session covers how to reset the relationship without pretending nothing changed, how to handle the first disagreement, and what kind of distance is useful versus what starts to feel cold.
When you're expected to have a point of view, not just an update
Individual contributors report progress. Senior roles are expected to interpret it: what does this update mean, what should we do next, what's the risk if we don't act. The session walks through how that judgment gets built, using examples from technical, operational and client-facing roles side by side.
When delegation feels like losing control
Handing off work you know how to do well, to someone who might do it differently, is one of the harder adjustments. The session looks at what actually needs to be specified when delegating, what can be left open, and how to check in without micromanaging.
When you need to disagree with someone more senior than you
Leadership roles often mean being the one raising a concern in a room where everyone else has already agreed. This session covers how to frame disagreement so it gets heard, and how to tell the difference between a fight worth having and one that isn't.
When your visibility increases faster than your confidence
Senior roles come with more exposure: presenting to leadership, being asked for opinions in meetings you used to just attend. This session addresses how to build comfort with that visibility without overcorrecting into overconfidence or avoidance.
When performance conversations become part of your job
Many first-time leads are unprepared for how much of the role involves talking to people about their performance, both good and difficult. The session breaks down how to prepare for these conversations and how to keep them fair and specific.
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