Leading
You were promoted because you were good at the work, and now the work is people. Eleven reports, a calendar that filled itself overnight, and a strong urge to keep fixing pull requests at night so you still feel useful.
The block runs alongside the first quarter. Every session starts with the week that just happened and ends with two lists: the things that only a manager can do in this team, and the things you are still doing that someone else should. The second list is always longer, and crossing things off it is most of the work.
By the end you have a written description of the job you are actually doing, which is the thing nobody gave you on day one. It doubles as the case for your first review.
