Engineering Management: Interviews & Hiring ft. Google Engineering Director

Summary

In this insightful video, Dave, an experienced engineering leader, discusses the transition from individual contributor (IC) to engineering manager. He highlights the importance of having open conversations about expectations, risks, and the potential for a trial period to assess if management is the right fit. Dave emphasizes that management isn’t a permanent commitment and can be tested before fully committing. He also touches on the learning curve of management, where new responsibilities like performance reviews and compensation discussions come into play. This video provides valuable advice for engineers considering management roles.

Takeaways

• 😀 Transitioning from an IC (Individual Contributor) to a manager is a significant change but is not permanent and can be adjusted if necessary.
• 😀 Engineers considering management should have upfront discussions with leadership to clarify expectations and make the transition smoother for both parties.
• 😀 Management is often misunderstood—engineers may think it's like having a child, but it's a career choice that can be adjusted or even reversed if it doesn't work out.
• 😀 Making the transition low-risk for both the individual and the organization is important, ensuring there's an easy off-ramp if management isn't the right fit.
• 😀 Managing people for the first time can involve tough situations, such as performance and compensation conversations, which are new for most engineers transitioning to management.
• 😀 A 'trial run' can help engineers explore whether they truly enjoy management before committing long-term.
• 😀 Engineering leaders should create an environment where it's safe to experiment with new roles, as long as both sides have clear communication and expectations.
• 😀 For those making the jump to management, the importance of being a good mentor and gaining trust is key, even if performance management and team dynamics are new challenges.
• 😀 Engineers should not fear that stepping into management is a one-way street—open discussions about the transition make it easier for both the individual and the organization to reevaluate if necessary.
• 😀 It's important for engineers to embrace the possibility of failure and give themselves permission to adjust their career path, especially when exploring management roles.
• 😀 Dave encourages engineers to share thoughts and engage with his content on social media platforms like Twitter and Medium, where he regularly shares insights.

Q & A

What is the key difference between a great engineering manager and a good or bad engineering manager?

A great engineering manager focuses on the growth of their team and actively works themselves out of a job by identifying potential leaders to take over their role. A good manager delivers on promises and timelines but may not focus as much on long-term growth, while a bad manager fails to deliver on commitments or regularly loses team members.

How does Dave assess whether someone is ready for a managerial role?

When an engineer expresses interest in management, Dave asks why they want to take on the role. The ideal response should reflect a genuine desire to help people grow, with the same level of satisfaction as shipping a great product. Without this mindset, Dave suggests exploring other growth opportunities that don’t involve management.

What question does Dave ask engineering manager candidates to evaluate their ability to grow others?

Dave asks candidates to describe the person they are most proud of having managed, focusing on how they helped that individual grow and why they are proud of that achievement. If candidates take more than five seconds to answer, it raises a red flag.

Why is it important for engineering managers to learn from their failures?

Learning from failure is crucial for trust-building and growth. Dave emphasizes that the sin is not in failing, but in failing to notice and correct mistakes. A manager’s ability to learn from failures and improve demonstrates reliability and maturity.

What is Dave’s approach to weekly one-on-ones with his direct reports?

Dave uses weekly one-on-ones to focus on the growth of the individual, not project updates or tactical tasks. He ensures that these meetings are dedicated to discussing personal development, progress toward long-term goals, and how close each employee is to working themselves out of a job.

What is the most important aspect when managing a team, according to Dave?

Dave believes the key to successful management is prioritizing the growth of people. He stresses the importance of fostering a culture where team members are empowered to take on more responsibilities and grow into leadership roles.

How does Dave handle conflict with difficult employees?

Dave asks candidates to describe how they’ve managed difficult employees, especially those who are productive but unpleasant to work with. The focus is on resolving the conflict and determining when it’s no longer worth the friction to keep the employee, potentially encouraging them to seek other opportunities.

What role does technical competence play in being an effective engineering manager?

Dave believes every engineering manager must maintain some level of technical competence, even if they are not coding daily. A manager should be able to have principled conversations about architecture, user value, and costs, and should be able to explain the technical aspects of the work to stakeholders.

What advice does Dave give to individual contributors considering a transition into management?

Dave advises individual contributors to approach the transition to management as an experiment. He suggests framing the move as a trial run with a defined timeframe, making it clear that if the transition doesn’t work out, the individual can return to being an IC without permanent consequences.

What is Dave’s perspective on meetings and how do they relate to effective management?

Dave believes that meetings are often overused and should only be scheduled for decision-making or conflict resolution. For all other matters, documentation (such as a shared document) is a better tool since it’s durable, searchable, and editable. He advises managers to be aggressive about minimizing unnecessary meetings to improve productivity.