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How to Succeed In Your First Management Job

The management skills you can build to become a better manager and a great boss.
Mark Hofer
728 students enrolled
Lead and manage a team of people to achieve results.
Provide effective feedback.
Build professional relationships with your team.
Delegate tasks and project effectively.
Coach your team in any area.

Effective professionals earn promotions that eventually land them leading a team. Unfortunately most organizations simply place you in a management job, give you the title of manager, and expect you to figure it out on your own. You can become a  more effective if given the right tools and training.

As a new manager your job as is fundamentally different now. When you were an individual contributor, you were responsible for only your own work. Now you are responsible fo the work of the members of your team, your direct reports.

This course gives you the essential managerial tools you need to become a great manager in your organization and a great boss to your direct reports. This course will teach you the most effective managerial behaviors you can engage in. You will learn how to develop a professional relationship with your direct reports, give effective performance feedback to your team, delegate task and projects in a way that gets results, develop your team so you can get more out of them and advance their careers.

This course is not about theory. It is about what what you can do, the actions you can take. Today! This course is shorter than many others, but we don’t spend any time talking about abstract things you have little direct control over, like your organization’s culture. By practicing the behaviors and using the tools taught in this course, you will have a better culture in your team. You will find that you will get many of the things others only talk about and say they are important, but the fail to tell you how you can accomplish them.

The behaviors taught in this course have been proven to work in diverse teams from the very small to the very large and in a whole range of disciplines. It doesn’t matter if you are leading a team of highly technical professionals or a multidisciplinary team or if your team is five people or fifteen, these techniques will work for you and your situation.

The skills you acquire in this course can help succeed in your new managerial role and propel you to roles with greater responsibility and better compensation.



Welcome to the course. In this first lecture we cover who this course is for and what you can expect to get out of it.

Your Job is Different Now

In this lecture, we will cover how your job as a manager is fundamentally different than your job as an individual contributor.

Your Tasks as a Manager

Managers have different tasks than individual contributors. In this lecture we'll go over what those unique tasks are, regardless of your field or industry.

Your New Role

Your New Role

Being a managers is different than being an individual contributors. In this lecture we'll go over what the differences are and their impact.

You and Your Team

Being in charge of a team is what makes you a manager. This lecture will cover what that means for you and your work.

The Types of Power

This lecture will cover the three main types of managerial power: role power, expertise power, relationship power.

There's No Hiding It; You're the Boss

You cannot be buddy, buddy with your direct reports. It will not happen. This lecture explains why and how your new job influences your work relationships.

Your Responsibilities

Managers have three core responsibilities. This lecture explains them and lays the groundwork for why the behaviors in this course matter.


You Cannot Over-Communicate

In this lecture we will discuss the inability to communicate too much and why you need to communicate more.

Listen to Your Team

In this lecture we will discuss how to listen to the members of your team, why it matters, and how it will make you more effective.

Communicate the Objective

This lesson will cover the importance of communicating the objective, how to do it, and in impact it will have on your team.

Performance Communication

Performance Communciation

This lecture covers various types of performance communication at a high level and their advantages and disadvantages.

Feedback Overview

We introduce the most effective method of providing performance communication and give guidance on how to most effectively deliver it.

The Feedback Steps

We give an overview of the steps involved in providing effective feedback.

Step 1: Ask

Step 1 is simple, but powerful. We cover why you should ask and why you should honor the answer.

Step 2: Describe the Behavior

In this lecture we cover step 2 of feedback in detail: what is behavior and why focus on it instead of characterizations.

Step 3: Describe the Result

After describing behavior, describe its results. This lecture explains why the third step of feedback.

Step 4: Request Future Behavior

In this lecture we discuss the final step of feedback. Feedback is about future behavior and asking for it is important if you want to be effective.

Feedback Recap and Examples

In this lecture, we put the four steps of feedback together and give several example on how it should look.

Deliver Feedback

Building Relationships With Your Team

You Must Be Professional

This lecture goes into the nature of the relationships you are allowed to build with your team. Some types of relationships are effective and some may seem desirable, but don't have the results that make you successful professionally.

Why Do One on Ones

This lecture covers the single most effective way to build a professional relationship with your team members and do so in a way that increases the effectiveness of the team.

About One on Ones

In this lecture we cover what about one on ones make them effective.

One on One Recap

This lecture recaps what we learned about conducting one on ones.


Why Delegate

Everyone seems to know they should delegate. However, this lecture we will explain why you should delegate so you can do so with more intent.

What to Delegate

This lecture discusses what you should delegate. Knowing why helps you determine what. We cover the types of work you should delegate to your team.

How to Delegate

Now that we know what we are delegating and why, we will discuss how to delegate in a way that makes successful completion of the task or project more likely.

Follow up on Delegated Tasks

This lecture covers one of the traps of delegation: not following up. If you ever delegated a task and wondered why it wasn't done well, this lecture is for you.

Delegation Recap

In this lecture we review all that we discussed on delegation and show how it may work in an example case.

Task to Delegate

Develop Your Team Members

Why Develop Your Team

In this lecture we turn to the next part of your job as a manager, developing your team. We explain why it matters and why you should care.

Development Overview

This lecture gives an overview of all that we will talk about concerning developing your team members.

The Three 'E's

This lecture covers the three 'E's of development. Each is an effective way to ensure your direct reports can increase their abilities.


This lecture show you that you don't need to be an expert to coach your team members on any subject. 

Development Recap

This lecture provides a quick review on developing your team members.



This lecture provide a review of all that we have covered throughout this course.

You can view and review the lecture materials indefinitely, like an on-demand channel.
Definitely! If you have an internet connection, courses on Udemy are available on any device at any time. If you don't have an internet connection, some instructors also let their students download course lectures. That's up to the instructor though, so make sure you get on their good side!
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