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First-Time Manager: Leadership and People Management
2,832 students
First-Time Manager: Leadership and People Management
first time manager | new manager training | people management | leadership | delegation | one on one | hiring | OKR
Last updated 9/2026
English
English [Auto],
What you'll learn
- Run a one-to-one that produces something, using the six formats and knowing which one this week calls for
- Delegate properly with SMART, the Eisenhower matrix and RACI, and stop taking the work back
- Hire with a scorecard built from your own top performers, not from a job description someone copied
- Interview using STAR and CARE, take usable notes, and tell a real achievement from a rehearsed one
- Set goals with OKR, understand the five differences from MBO, and start without the usual first-quarter disaster
- Decide what to pay: reading the market, timing a raise, and negotiating when someone arrives with an offer
- Choose and develop a deputy, which is the step that decides whether you can ever be promoted again
- Protect your own calendar with GTD, time-blocking and the golden hour, since your time is now the constraint
- Learn alongside Mike's 1.6 million students from 185 countries
- Get the author's experience from Preply, Wargaming, iDeals and Alfa-Bank
Explore related topics
Course content
15 sections • 40 lectures • 22h 44m total length
Requirements
- You manage people, or you are about to. Everything here is applied to a real team
- No management background required. This starts at the first week in the role
- Willingness to change how you already work, since most of the difficulty is unlearning the individual contributor habits
- English at intermediate level or above, since all lessons are in English
- A spreadsheet for the scorecards, the time audit and the goal-setting exercises
Description
This course contains the use of artificial intelligence.
You were promoted because you were the best at the work. The job you were promoted into does not involve doing that work.
Nobody says this out loud, so most new managers spend their first year trying to be an excellent individual contributor with extra meetings.
What the first year usually looks like
You keep the interesting tasks, because explaining them would take longer than doing them. Your one-to-ones become status updates, because nobody told you what else they were for. You avoid the conversation about someone's performance until it has become a conversation about their employment. You hire the candidate you liked talking to, and find out in month three what you failed to ask. And your own week disappears entirely, because you are still doing your old job plus a new one.
None of that is a character problem. It is a set of skills nobody teaches before handing over the team.
What the course covers
Thirty-eight lessons. Twelve of them are the core of the job: building a team, developing the people already on it, running one-to-ones, choosing a deputy, motivating someone who has stopped caring, deciding what to pay and when to raise it, bonuses, keeping your best person when a recruiter calls them, setting a direction, OKR, making a group into a team, and controlling work without standing over it.
Then six more on the one-to-one specifically, because it is the single ritual that decides whether you find out about problems early or late. The six formats, coaching with GROW, giving criticism that does not land as an attack, and how to make it standard across a team.
Delegation, your calendar and hiring
Then delegation, taught as the thing it actually is — a development tool, not a way of offloading work. SMART, the Eisenhower matrix, RACI, matching difficulty to skill, and how to stop taking the task back the moment it is done differently from how you would have done it.
Then your own time, which collapsed the day you got the team: the audit, prioritisation, GTD, time-blocking and the golden hour.
And ten lessons on hiring, because it is the one manager decision you cannot reverse. Job profiles, scorecards built from your own top performers, STAR and CARE, taking usable notes, telling a real achievement from a rehearsed story, assessing motivation, checking references, and giving a rejected candidate feedback they can act on.
Who is teaching this
Mike, the number one HR instructor on Udemy. More than 1.6 million course enrolments, over 150,000 professionals trained, PHRi and SHRM-CP certified, HRCI representative in more than 10 countries. I built the people function of the unicorn Preply and worked at Wargaming, Alfa-Bank and iDeals. I have also promoted people into management badly, without preparation, and watched what that costs both of us.
What is included
Lifetime access to all course materials
Active instructor support in the Q&A section
Udemy Certificate of Completion
Practical assignments and real business cases
A section with additional courses, tools and resources
The first thing to do
Write down every task you are currently doing that a member of your team could do at 80% of your quality. That list is your delegation backlog, and it is usually longer and more embarrassing than people expect. Enrol now and start the first lesson today.
Who this course is for:
- New managers in their first months, promoted for being good at the work itself
- Senior specialists about to be offered a team and unsure whether to take it
- Team leads who inherited people and no handover
- Founders managing employees for the first time
- Experienced managers who never had formal training and have gaps they cannot name
- Anyone who has to hire this year and has never run a structured interview
- Managers whose own week collapsed the moment they became responsible for other people's