# From Specialist to Manager: Your First Year Leading a Team > Move from doing the work to leading the people who do it. Plan your first 30 days, run one-to-ones, give feedback that changes behavior, delegate with a clear brief, diagnose motivation, run meetings that earn their time, handle conflict and overload, decide who decides, and grow your people, in the realistic first months of a new team lead at an online tutoring school. - Source: https://productovi.com/courses/from-specialist-to-manager - Free, no sign-up needed to read. ## Modules ### Module 1. The shift: from doing to leading Why your output is now the team's output; the first 30 days; authority you have and influence you earn; a 30-60-90 plan. - [Your output is now the team's output](https://productovi.com/courses/from-specialist-to-manager/your-output-is-the-teams.md): Where a new lead's time goes and what to stop doing yourself. - [The first 30 days: listen, set expectations, agree how we work](https://productovi.com/courses/from-specialist-to-manager/the-first-30-days.md): A listening round, written expectations and a short working agreement. - [Authority you have, influence you earn](https://productovi.com/courses/from-specialist-to-manager/authority-and-influence.md): Sources of influence, compliance vs real agreement, and leading a former peer. - [Case: a 30-60-90 plan for the Support team](https://productovi.com/courses/from-specialist-to-manager/30-60-90-plan-case.md): Iryna wants one page before the February one-to-ones. Use your calendar and two months of team data to decide what you stop, what you hand over, what you measure and what you won't conclude. ### Module 2. One-to-ones and feedback Running a one-to-one that belongs to the report; feedback on behavior; asking for feedback from the team; a case about a fast colleague who cuts corners. - [The one-to-one that works](https://productovi.com/courses/from-specialist-to-manager/the-one-to-one-that-works.md): Cadence, an agenda that belongs to the report, notes with next steps and neutral questions. - [Feedback on behavior, not on character](https://productovi.com/courses/from-specialist-to-manager/feedback-on-behavior.md): Behavior, impact, next step: ask the person's view first, skip the sandwich, and don't turn one case into "always". - [Feedback going up: your blind spots](https://productovi.com/courses/from-specialist-to-manager/feedback-going-up.md): How to ask your team how you lead, what to do with what you hear, and how not to punish honesty. - [Case: Taras is fast and cuts corners](https://productovi.com/courses/from-specialist-to-manager/fast-and-cutting-corners-case.md): Taras closes the most tickets, and too many come back. Read his reopened tickets, separate habits from bad luck and script the one-to-one where you give him feedback. ### Module 3. Delegation and the design of work Writing a delegation brief; choosing how much freedom to give; designing work people grow in; splitting the spring peak. - [The delegation brief](https://productovi.com/courses/from-specialist-to-manager/the-delegation-brief.md): Outcome, limits, decision rights, resources, check-ins and what "done" means, for a person and for an AI draft assistant; the result stays yours. - [Levels of freedom: matching person and task](https://productovi.com/courses/from-specialist-to-manager/levels-of-freedom.md): Four levels of freedom, set per person and per task from experience on that task, the cost of a mistake and the person's own view. - [Work people grow in](https://productovi.com/courses/from-specialist-to-manager/work-people-grow-in.md): Variety, a whole piece of work, meaning, autonomy and feedback; ask first whether the person wants more, and remember that too much is overload. - [Case: splitting the spring peak](https://productovi.com/courses/from-specialist-to-manager/spring-peak-split-case.md): Read the peak forecast, close the gap without taking the hard tickets yourself, and write the split plan with delegation briefs for four coordinators, two seasonal hires and an AI draft assistant. ### Module 4. Motivation and fairness Diagnosing a motivation problem; goals people accept and what one metric does to behavior; fairness and recognition; the "tickets closed" bonus. - [Can't, won't, or doesn't believe it pays off](https://productovi.com/courses/from-specialist-to-manager/diagnose-motivation.md): Before you push, praise or pay, find out why the work isn't happening. - [Goals people accept](https://productovi.com/courses/from-specialist-to-manager/goals-people-accept.md): Specific, hard but reachable, agreed goals with progress feedback, and guardrails against what one metric does to behavior. - [Fairness and recognition](https://productovi.com/courses/from-specialist-to-manager/fairness-and-recognition.md): Pay, promotion, workload and praise that you can explain to everyone, and recognition that is specific and on time. - [Case: the "tickets closed" bonus](https://productovi.com/courses/from-specialist-to-manager/tickets-closed-bonus-case.md): Four weeks of bonus data: closes are up, quality is down. Read the numbers and propose to Iryna what to change. ### Module 5. Meetings and communication Do we need this meeting; channels and async work; bad news up and decisions down; the 90-minute stand-up. - [Do we need this meeting?](https://productovi.com/courses/from-specialist-to-manager/do-we-need-this-meeting.md): Purpose, type and roles before you send an invite, an ending with owner, step and date, and the meeting you cancel because a message will do. - [Channels and async work](https://productovi.com/courses/from-specialist-to-manager/channels-and-async.md): When to talk live and when to write, messages people can act on, time zones and outages, and what to hand to a tool. - [Bad news up, decisions down](https://productovi.com/courses/from-specialist-to-manager/bad-news-up-decisions-down.md): Why a quiet person sits on a problem, what a lead does to make speaking up safe, and how to announce a decision you did not make. - [Case: the 90-minute stand-up](https://productovi.com/courses/from-specialist-to-manager/the-90-minute-stand-up-case.md): Two weeks of meeting-audit data show where the daily stand-up's 90 minutes go. Redesign it for a team across two time zones. ### Module 6. Conflict and pressure Where conflicts come from; mediating between two reports; overload and burnout; a ticket-ownership dispute. - [Where conflicts come from](https://productovi.com/courses/from-specialist-to-manager/where-conflicts-come-from.md): Look for the cause in roles, shared resources, goals and metrics before personalities, and pick a response that fits the situation. - [Mediating between two reports](https://productovi.com/courses/from-specialist-to-manager/mediating-between-two-reports.md): Hear each side alone, look for interests behind positions, collect options before choosing, and know when not to mediate. - [Overload and burnout](https://productovi.com/courses/from-specialist-to-manager/overload-and-burnout.md): Read eight weeks of workload data, spot the early signs the average hides, and use the levers you control, including on your own week. - [Case: ticket ownership, Olha and Taras](https://productovi.com/courses/from-specialist-to-manager/ticket-ownership-case.md): One refund ticket, two answers to a family and two rules that both claim it. Find the structural cause, run the conversations and write the rule. ### Module 7. Decisions and team structure Who decides; real options and the pre-mortem; structuring a small team; planning the summer with two people. - [Who decides?](https://productovi.com/courses/from-specialist-to-manager/who-decides.md): Sort out who decides, who advises, who agrees and who can veto; name the decision mode before you start; move fast on reversible decisions and keep a decision log. - [Real options and the pre-mortem](https://productovi.com/courses/from-specialist-to-manager/options-and-the-pre-mortem.md): Put at least two real options on the table, write the must-haves first, compare trade-offs, collect views before the discussion and imagine the failure before it happens. - [Structuring a small team](https://productovi.com/courses/from-specialist-to-manager/structuring-a-small-team.md): Choose between a split by subject, by channel or a shared pool, give each area an owner and a backup, and make hand-offs and two-boss setups work. - [Case: support for the summer with two people](https://productovi.com/courses/from-specialist-to-manager/summer-with-two-people-case.md): Use last summer's ticket mix to plan August with two coordinators on shift: forecast the load, choose the structure, decide who decides, and run a pre-mortem. ### Module 8. Growing people, and a team that runs without you Coaching conversations; evaluating people fairly; development plans and handover; the review season. - [Coaching conversations](https://productovi.com/courses/from-specialist-to-manager/coaching-conversations.md): Ask more than you tell: goal, reality, options and one next step, and the three cases when coaching is the wrong tool. - [Evaluating people fairly](https://productovi.com/courses/from-specialist-to-manager/evaluating-people-fairly.md): Keep a fact log, spot halo, recency and similar-to-me bias, use the same criteria for everyone and ask for a second opinion. - [Development plans, handover and being away](https://productovi.com/courses/from-specialist-to-manager/development-and-handover.md): Write growth plans with people, not for them, lower the bus factor, and leave a handover note so the team runs while you're away. - [Case: the review season](https://productovi.com/courses/from-specialist-to-manager/review-season-case.md): Seven months of facts, four coordinators, one great July week: write fair evaluations and a next-year plan for each person.