Technology
Managers
MBA
Technology Company Installs Manager Coaching Rhythm
Representative example of transforming one-on-ones from status updates to development conversations
In collaboration with
The situation
- A growing technology company promoted strong individual contributors into management roles
- New managers defaulted to technical problem-solving rather than people development
- One-on-one meetings happened inconsistently and focused on task status rather than growth
What broke
Why training alone wasn't enough:
- Engineers promoted for technical excellence struggled with management fundamentals
- One-on-ones occurred irregularly with no structure or documented expectations
- Performance conversations happened reactively at crisis points rather than proactively
- Strong engineers left teams with weak management, citing lack of development
- Managers spent excessive time 'managing up' rather than developing their teams
What we installed
The infrastructure that created lasting change:
- Manager operating system with prescribed daily, weekly, and monthly rhythms
- Structured one-on-one framework with conversation templates and documentation
- Coaching conversation model adapted for technical contexts
- Performance feedback cadence with clear expectations for frequency and depth
- Delegation framework helping technical managers release control appropriately
Reinforcement cadence
How we made behaviors stick:
- Monthly skill focus aligned with common manager challenges in technical environments
- Engineering manager peer cohorts meeting bi-weekly for shared learning
- Skip-level feedback loops providing calibration on manager effectiveness
- Quarterly manager effectiveness pulse checks with team members
Early wins
Typical progress indicators at each milestone
30 Days
- Early indicators: all managers conducting structured one-on-ones on consistent schedule
- Coaching framework introduced with initial practice sessions completed
60 Days
- Typical outcomes: performance conversations happening proactively before issues escalate
- Peer cohort accountability partnerships showing regular engagement
90 Days
- Representative results: team satisfaction indicators showing improvement
- Manager time allocation shifting from firefighting to development
What we learned
- Technical people become excellent managers-but not through osmosis or hope.
- The structure and frameworks matter more than content delivery.
- Give them systems, not just skills, and they will thrive.
The guiding shift
- Less fixing, more guiding
- Less control, more clarity
- More ownership from teams
This example represents typical outcomes from similar engagements. Your results will depend on your organization's context, commitment, and willingness to install and maintain leadership infrastructure.
Could this work for you?
Let's discuss what realistic outcomes might look like for your specific situation.