Focus on their positive qualities, and offer gentle and kind guidance to improve on their negatives. Even though I was going to "stay technical", the busy work of putting together documents and meetings ate away all my development time. Do one on ones. That cut your hair story is truly bizarre. please let it be the importance of regular 1-on-1s. Pass them off to your reports, set up feedback loops and check in on them. 21 Reddit Software Engineer interview questions and 21 interview reviews. Key thing is to view it as being there not in a position of power, but to help your engineers. General personnel management probably involves more general management interview questions, for which I'm sure a million books have been written (though I don't know enough about them to recommend a specific one). Someone asking for a raise. Viewing management not as a position of power but a different job focused on clearing roadblocks for your team and helping them accomplish things. They want to see/measure how much value you will add to the management team. When our manager resigned, it was a no brainer that they promote me in his place. It's a much "easier" kind of interview if you compare it to a 5-hour white boarding onsite, but the questions are all open-ended and don't always have a correct answer. Less coding and algorithms, more architectural and project focused. Have some example questions I can practice with? I'd have more than 5 reports (basically other engineers who had been my peers), possibly upwards of 10. At my company, my previous manager left and the team was in some disarray. I didn't have the real title or any actual authority, so that was part of the problem. Eventually he stopped scheduling them with me and I was grateful for that. So, two things: is this something you actually want to do? Gonna take some time for me to distill this down with the rest of the great advice here, but this is much appreciated! The Engineering Manager is probably going to lead the interview and the HR Manager is going to say nothing or just give you the facts about being an employee. Don't run away from the technical side just because you think you're not good enough. Managing a scrum team. They will not be. You set the attitude and tone in everything you do. I'm a manager myself and behind on my one-on-ones. It's extremely frustrating and a bit condescending, as if I don't even know what I'm capable of completing. I recently completed a loop of interviews for a software engineering manager position. While you're going to operate as a manager, try and carry the attitude of a colleague in how you interact with your direct reports. The first interview went well and then I had an interview with the manager I would be working for. I'm wondering what you makes you think they're so valuable? Keep focused on helping them advance their careers and grow as they want to. Project with a tight deadline. A huge amount of your success will be based on the fact that your team trusts you and believes that you can do good for them. Things that distract you from your primary goal of supporting the team should not be on your plate. If you say you're going to do something, do it. My thoughts on team leadership would be pretty similar you're just in the trenches more with them slinging code. Don't keep people waiting. Not OP but I can answer you. Today when I interview for software managers now, I'm typically looking for someone who can see the whole board as well as gets their hands dirty. Don't pass off responsibility for your mistakes. I've interviewed for a few of these positions at small and medium-sized software companies. I was a fairly middle of the road engineer, but had some experience leading teams. Press J to jump to the feed. E. GATE. I'm a career changer, so I came into software engineering with some more experience than your typical new grad. Don't take managerial privilege and keep your machinations from your team. I was promoted internally from Engineering to Management a year ago and now I'm looking to switch companies. Please. I thought managing people was something I wanted, but I found I had to just deal with a lot of crap. This is how you stay happy and have happy employees. This post is about how I worked to make that manager-interview process as productive as possible. I'm an engineering manager at Uber. * Obviously, be mindful of the tone of the interview, you don't want to be too dramatic. They're looking out for their careers, so confidence that you're on their side and have their back is your biggest asset and the currency they trade in. This will blow their minds. This role will probably be a mix of managing people and tech, and still doing some coding. I then ask them to explode a component and talk to me about the discrete pieces of code that have to be written. Is this management or technical team leadership? Press question mark to learn the rest of the keyboard shortcuts. Press J to jump to the feed. Don't make time estimates for your developers. Stay twice as calm as everyone else. I ask them if they can do things I want, I listen to their responses and reach conclusions on what can reasonably be done. Thanks for the detailed advice. Depends on the company (just like any other interview). DEL. Big congrats on your opportunity! to the more alarming (what are we doing right now that really scares you?) If managing people or projects (you didn't say which) is something you want to try, then go for it. You will need to be smart with your time. Waterfall was all anyone really knew about, though SCRUM and Agile concepts existed, in general they were not really in fashion (at least where I was interviewing for this position). Take the crap work. to the more large scale (what would you change if you could change anything about the company?) Delegation is your job and your most powerful tool. Something like Cracking the Coding Interview but for management. Lastly, most of my senior devs will talk with them, typically before I do. Edit: If you haven't already, though, read Peopleware. By the way, I read How to Win Friends and Influence People by Dale Carnegie. An engineering manager is a professional who’s experienced in both engineering and management, giving them a unique position of organizing and overseeing complex technological projects. Your reports will look up to you for things, and expect you to take their needs seriously. Constantly acknowledge and be appreciative of people's work. I'm much more on the engineering and personnel side of things, it doesn't look like Cracking the PM Interview would apply. Tell people things that affect them at the earliest point you reasonably can. By the way, I'm a woman, so I should've known getting "housework" pushed on me and getting no respect would be part of the deal. I'm kind of overwhelmed because this would be my first management role, and especially because almost all my reports will be older and more experienced than me (though I have been at this company longer). Actively get to know them, what they most enjoy working on, and work hard to find a balance between finding fulfilling work for everyone while still getting shit done. DEL E GATE. I was pushed into a project management role because I'm organized and proactive about researching Agile/Scrum. I'll ask them to take me through a system architecture of something they worked on in broad strokes - in simple vizio like diagrams but on a white board. If you're the superstar whose team loves you and every one of your employees is a known high performer, you're going to look amazing. In that experience, I did some technical proficiency stuff on the initial phone screen (mostly java factoids), but not much. Talk about how they deal with timelines and blockers, and all the stuff that impacts schedules. I have no strong investment in one development methodology over another (though sometimes my engineering teams do, so I get input from them on how they want to work but I have small enough teams that I can do that). Be genuine, and follow through. Facebook had me do coding/algorithm questions. Currently a software engineer a private company with hundreds of employees that's growing fast. Secondly, if this is something you want to do, I'd like to aggressively recommend the book which helped me to make the transition myself, Managing to Change The World by Allison Green. I'm perfectly happy to climb the technical ladder and become a senior engineer or even an architect some day. I'm fairly certain it would make the world a better place. I'm trying to find out how well they will protect their engineers, how they do their estimating. How do the senior devs analyze technical competency? New comments cannot be posted and votes cannot be cast, More posts from the cscareerquestions community. Don't get too into the weeds. This is CRITICAL.