From Technical Expert to Confident Leader
How the Amicus Emerging Leaders Programme Helped a New Manager Drive Team Performance and Reclaim His Time
A newly promoted engineering manager at a fast-growing tech firm found himself overwhelmed and struggling to lead his team. Promoted for his technical expertise, he lacked the practical skills to delegate effectively, manage performance, and set clear standards. After enrolling in the Amicus Emerging Leaders Programme (ELP), he developed a robust leadership toolkit that transformed his approach. The results were a 20% increase in team productivity, a significant reduction in his own workload, and the newfound confidence to lead his team with clarity and purpose.
The Challenge: The High-Performer's Dilemma
Matt was a standout software engineer. His code was clean, his problem-solving skills were unmatched, and he consistently delivered high-quality work ahead of schedule. Recognising his technical talent and dedication, his company promoted him to Engineering Manager.
Almost immediately, the celebration turned into a source of stress. The skills that had made him an exceptional individual contributor didn't translate to his new role. He felt a constant need to jump in and solve technical problems himself, creating a bottleneck for his team. His direct reports, unsure of expectations, would either wait for his input or deliver work that missed the mark.
"I was working longer hours than ever before," Matt recalls.
"I felt like I had to have my hands in everything, or it wouldn't get done right. I was becoming the team's chief problem-solver instead of its leader, and I knew it wasn't sustainable. I felt like an imposter, constantly questioning if I was cut out for the role."
Matt dreaded performance conversations, often avoiding them altogether, which led to underperformance lingering unchecked. He was caught in a cycle of over-involvement and frustration, which was impacting his well-being and his team’s morale.
The Solution: A Practical Toolkit for Leadership
Recognising the need for a fundamental shift in his approach, Matt’s director enrolled him in the Amicus Emerging Leaders Programme. The ELP was designed specifically for professionals like him: new managers who needed to bridge the gap between doing the work and leading others.
The programme's focus on practical, applied learning resonated with Matt immediately. Instead of abstract theories, the facilitators, Joe Carnegie and Saskia Hart, focused on real scenarios and actionable frameworks.
Key modules that transformed Matt's approach included:
- Building High-Performing Teams: Matt learned frameworks for effective delegation. He moved from assigning tasks to delegating outcomes, empowering his team members to own their work and develop their own problem-solving skills.
- Setting Clear Standards: The programme provided tools to define and communicate what "good" looks like. Matt established clear performance standards and a consistent feedback loop, ensuring everyone on the team understood the expectations.
- Leading with Confidence: Through role-playing and direct coaching, Matt practiced navigating difficult conversations. He developed the confidence to address performance issues directly and constructively, turning potential conflicts into opportunities for growth.
"The ELP gave me a playbook," Matt says.
"For the first time, I had a clear set of tools I could use every single day. The facilitators didn't just talk at us; they created a space where we could practice these skills and get direct feedback. It was exactly what I needed."
Measurable Impact and Renewed Confidence
Upon completing the ELP, the change in Matt’s leadership style was both immediate and significant. He began implementing the frameworks he had learned, and the results quickly followed.
- Increased Team Autonomy and Productivity: By delegating effectively, Matt empowered his team. Within three months, the team’s productivity, measured by completed project milestones, increased by 20%. His engineers were more engaged and took greater ownership of their work.
- Reduced Managerial Bottlenecks: Matt successfully removed himself as the primary bottleneck. He reclaimed an average of 10 hours per week, which he redirected toward planning and mentoring his team members for future growth.
- Improved Team Culture and Accountability: With clear standards and consistent feedback, the team's performance improved across the board. Issues were addressed quickly and transparently, fostering a culture of accountability and continuous improvement.
- Renewed Leadership Confidence: The most profound change was in Matt himself. He no longer felt like an imposter. He approached his role with clarity and confidence, capable of handling the daily challenges of leadership without the stress and self-doubt that had previously held him back.
"Before the ELP, I was just trying to survive the day," Matt reflects. "Now, I feel like I'm truly leading. My team is thriving, and I'm focused on the bigger picture. It didn't just change how I manage; it changed how I see my entire career."
Leadership is a Skill, Not an Inherent Trait
Matt’s story is a powerful reminder that leadership is a set of practical skills that can be learned and honed. His transition from a high-performing technician to a high-impact leader demonstrates the core value of the Amicus Emerging Leaders Programme. By providing new managers with a practical, applied toolkit, the ELP equips them to build confident, high-performing teams and step into their roles with the capability to succeed from day one.