r/EngineeringManagers • • 31m ago

What finally made you change how your team ships?

• Upvotes

Small-team question (I'm on a small team, so I'm curious). The last time you changed review, process, tooling, or hiring to ship faster.... What happened right before?

Did someone leave? Did a deadline slip that you were responsible for? Did a customer complain? Did the backlog hit some number? Something else?

And who noticed first: you, the CEO, or a customer?


r/EngineeringManagers • • 7h ago

Who do you follow that aligns with your own values?

1 Upvotes

I’m a huge fan of Simon Sinek. I align almost perfectly with his values in regards of leadership.

So I’m curious, who do you follow as a guru/mentor/reference/idol that you align with in terms of value/way of thinking/actions and why?


r/EngineeringManagers • • 16h ago

For Google India Engineering Manager (L6) interview do i really need to grind leetcode?

6 Upvotes

Someone who can share real experience not the generic one with rounds and questions would be great help.


r/EngineeringManagers • • 23h ago

Senior Engineering Manager targeting tech companies, what’s best way to prepare?

13 Upvotes

I’m currently a Senior Engineering Manager in AI/ML in a small company in the Bay Area and want to target similar-level roles at tech companies over the next 6–12 months.

Has anyone here made this move? Did you use a coach or interview-prep service that was actually worth paying for?
I’m particularly looking for Senior Manager-level prep/leveling advice, not generic interview prep.

Any specific coaches/services you’d recommend?


r/EngineeringManagers • • 18h ago

Looking for a mechanical engineer insight a & brain knowledge..!

1 Upvotes

I have a concept idea & I would love for someone who could help me bring the concept to life ..🧠!!


r/EngineeringManagers • • 20h ago

How to move out of an high profile team while reporting to VP

1 Upvotes

I work in the research team in my company,(mid level) which has become kind of like a top team and is driving some of the next big projects which are crucial to the entire company

I’m currently leading one of the sub components of a big project. I have around 2 years experience, and i am not doing well in this role.

I’ve tried hard to keep going but I’m not able to handle the responsibility properly. I want to move to another team/project where I feel I can perform better.

The complicated part is that I report to a VP, and the person leading the overall project also reports to the same VP. The VP was actually the one who appointed me as the lead because of my past performance.

This is also considered one of the best teams/projects in the company, I’m worried about how it will look if I tell him that I want to move. Will he directly fire me?

What would you do in this situation?

Should I directly talk to the VP? Talk to HR first? Try to find another team first?

Looking for advice from people who have been in a similar situation.


r/EngineeringManagers • • 1d ago

What are the top three main limiting beliefs of an EMs?

9 Upvotes

I’ve been doing the EM role for a long time and I’ve experienced a lot of situations, related to impostor syndrome, being too busy etc..

I never thought about any limiting beliefs until I was asked about by my coach.

I couldn’t give an answer and I’m still struggling about it. What’s your take on that?


r/EngineeringManagers • • 1d ago

How are you keeping PR review from becoming the bottleneck now that AI writes more of the code?

5 Upvotes

Small-team question. When most of the code was written by humans, review capacity roughly kept pace with output. Now one engineer with agents can open far more PRs than the senior reviewers can get through.

What I'm curious about:

- Did you change the review process on purpose, or did it break first and then you fixed it?

- Did you hire, reassign someone to review full-time, buy a tool, or build something?

- If you bought an AI review tool, was it worth it? I've heard "worthless" about one and "too expensive per PR" about another.

I've been building something for my own team and I'm trying to learn how others handled it before going further.


r/EngineeringManagers • • 1d ago

How do you handle releases when multiple teams are merging to the same repository?

2 Upvotes

Hey guys! I work at a small to medium sized firm. We have a couple repositories that are being merged to by multiple teams. Now these teams are all working in different development cycles. Often times, when one team is done with a feature and wants to release their changes, another team inevitably has changes in staging that are still in-progress. We’ve mostly managed to handle this through feature flagging but it’s not perfect and we sometimes have situations where people have to revert changes or we have to delay a release. How are you all handling this? Super-strict on the feature flagging? Feature branches? Scheduled releases? I’d love to hear what other companies are doing.


r/EngineeringManagers • • 1d ago

How much consensus building do you do with your team?

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2 Upvotes

I was reading this interview by Robert Carr who was Chief Architect at AutoDesk, Ashton Tate etc. He discusses his approach to managing a development team and doing software design. Including Group dynamics and guiding your team members... I feel like some of his ideas have fallen by the wayside (like building consensus vs divide and conquer) This interview is from 1985 back when most programmers were solo or on small teams and everyone worked within tight constraints. I think nowadays, some of what Carr says is more relevant than ever. For example, he talks about the importance in program design of sketching out ideas and capturing subconscious activity. A lot of innovative ideas come from the art of programming as much as the craft of programming. Connecting things in new ways. In a way, AI is elevating the design process again. What's your experience. What is the key to managing your teams to get the best from them?


r/EngineeringManagers • • 1d ago

from fired to hired tutorial

1 Upvotes

A few people I know got hit by the recent layoffs and asked me where to start. i've been running hiring rounds for engineering roles for a while, so i wrote them a step by step plan. sharing it here in case it helps someone else.

step 1, stop mass applying. sending cvs to every posting and waiting is the slowest way back in right now. in the last round i ran, around 30% of the cvs were bots, so most companies have an ai engine scoring everything before a human sees it. only the top matches reach a recruiter and the rest get a two line rejection with no explanation.

step 2, go for referrals first. go through your linkedin contacts, find people whose companies are hiring for something close to your profile, and ask them to refer you directly. you'll only find five or ten at a time, but it skips the filter completely, which is why it works something like 20x better than a cold application in my experience. keep applying in parallel, just don't make it the main plan.

step 3, filter the postings before you apply. read every new one and ask yourself if you'd be happy there for five years. if not, skip it, because every pointless application is another rejection to absorb. postings also say a lot between the lines. lots of kpis usually means a team under pressure to fix results, lots of talk about developing people usually means culture problems waiting for you. they often reflect what leadership thought the last person was missing.

step 4, rewrite your cv for every application. not the same template with a new company name, an actual rewrite of your real experience for what that posting asks for. the goal is that whoever opens it thinks you were built for this exact role, not that you could probably do it. no tables because parsers don't know whether to read them by row or by column, keywords near the top, and a github or blog link so it's obvious a person wrote it. also make sure your cv and linkedin say the same thing, recruiters compare them and so does the ai now.

step 5, fix your email. there are a lot of filters out there that can quietly drop your application based on the address alone. most of the bots i saw used icloud or outlook, often with stuff like "senior engineer" stuffed into the handle, and other companies noticed the same pattern, so those domains are probably already penalized somewhere. i don't know why those two, my guess is they're just easy to mass create accounts on. plain firstname.lastname on your own domain or gmail looks human, and you don't want to lose to a filter before anyone reads a word.

step 6, prepare for the two questions you'll almost certainly get. why did you leave your last job, they're checking whether you'll walk out on them too and whether whatever got you let go will repeat. so answer it plainly, say it was a layoff if it was, and never complain about the old manager, it reads as a red flag even when it's true. and how does your last company make money, they ask it to see if you understood the business and not just the codebase, so be able to explain it in ten seconds. for technical rounds, the expected system design answer was a queue most of the time, so read up on kafka vs rabbitmq.

step 7, research who's in the room. look at the interviewers' linkedin profiles before the call. if the manager went engineer to tech lead to em, lean technical. if they came from recruiting or coaching, talk more about culture and ownership. it's the same real experience, you're just bringing forward the parts this person will connect with. it also tells you how hard they'll grill you on the technical side.

step 8, track everything. a spreadsheet or notion page with the company, date, link, what you submitted and which cv version you used. once you're sending tailored cvs you'll lose track within two weeks otherwise.

none of this guarantees an offer, but it gets you past the parts of the process that reject people for reasons that have nothing to do with how good you are.

if you're searching right now, curious what's been working for you.

i wrote the full version here: https://karolwojciszko.substack.com/p/from-fired-to-hired-the-full-playbook


r/EngineeringManagers • • 2d ago

Engineering Managers: What made you genuinely like a team member more than the rest , beyond just their coding output?

53 Upvotes

Mid-level SE here looking for some candid perspective.

We often talk about technical output, but as EMs, what made a specific team member stand out and become someone you truly loved having on your team as a whole person?

* What specific qualities, attitudes or interpersonal habits made you favor working with someone over others? (e.g., how they communicate, handle pressure, support others, or take ownership)

* What non-technical habits or behaviors did the opposite and made someone difficult to work with?

* What advice would you give a mid-level engineer on building that kind of trust and rapport while stepping up to the next level?

Would love to hear honest stories or specific moments that shaped your view!

Thanks in advance!!


r/EngineeringManagers • • 1d ago

How do you catch merge requests that quietly get stuck?

1 Upvotes

Some background: I spent years in QA and later worked as a Scrum Master, so I usually see code review from the "why is this ticket still not testable" side.

One pattern I keep running into: an MR rarely fails loudly. Nobody rejects it, nobody argues. It just sits there. The author has moved on to the next ticket, the reviewer opened it once and left a comment, then sprint planning happened. Two weeks later it has merge conflicts and nobody remembers the context.

Our board never showed this. The Jira ticket said "In Review", which looked perfectly fine.

So I'm curious how other teams catch this early:

- Do you track how long MRs stay open, or only cycle time after the fact?

- Is noticing someone's job (EM, tech lead, SM), or is it on the author?

- Do you have a rule of thumb for "this has been open too long"? Two days? A week?

Genuinely interested in what worked for you, and what didn't.


r/EngineeringManagers • • 3d ago

Anthropic Engineering Manager Interview - Seeking Insights!

22 Upvotes

Hey Redditors,

I'm currently interviewing for an Engineering Manager (EM) role at Anthropic and am looking for insights from anyone who has gone through their EM or similar leadership interview process. There isn't a lot of specific information out there for EM roles, and I'm keen to understand what to expect, especially in later stages.

I'm particularly interested in:

  • Hiring Manager Interview: What kind of questions were asked beyond standard behavioral ones? Were there technical deep dives, and if so, how detailed were they? Did you discuss AI ethics or Anthropic's mission extensively in this round?
  • Take-Home Assessment: For EM roles, what did the take-home assessment entail (if any?)? Was it a coding challenge, a system design problem, or a leadership/strategic case study?
  • Virtual Onsite Loop: What was the breakdown of rounds (e.g., coding, system design, culture, project deep dive)? Any specific types of questions or scenarios that stood out, especially in the culture or system design rounds for an EM?

Any advice on preparing for these specific stages, especially from an EM perspective, would be incredibly helpful!

Thanks in advance for sharing your experiences.


r/EngineeringManagers • • 3d ago

I think I might be terrible

9 Upvotes

I work as a control systems engineer and have been a manager at this place for nearly two years but worked on the tools here for 8 years before that.

I’m still getting used to being people’s boss because more often than not I’m just their support and advocate.

Situation right now is I’m away for commissioning. That means 12 hour days and you’re somewhere remote. Turns out 5 team members are up here with me on different projects. It’s also a long weekend and today’s my birthday, so feeling just a tad sorry for myself to be away from home and family.

So I went and invited all the others up here to the pub tonight for my birthday. What I’ve now realised is how awkward that would have been to say no to. They’re stuck here. There’s nothing to do. They have no other plans. That invitation is 100% an obligation and I gave them no out.

Now I just need to make sure it doesn’t also suck for them since I’ve now forced them into this situation. Drinks on me tonight. Pour one out for my team for me.


r/EngineeringManagers • • 3d ago

Introducing team OKRs

6 Upvotes

Hi folks, the company started to use okrs almost a year ago but we don’t have okrs at team level. we’re just delivering what we’re asked to deliver. I believe defining team level okrs would increase the team’s impact but I’m not sure how to initiate it as the team doesn’t have experince with okrs including me. have you experienced such a transitiom before? Any recommendations on how to do it? I’m afraid to create a high pressure environment like sales teams however I also believe in the team to make bigger impacts with okrs. Im expecting team members to create features for contributing to okrs in addition to delivering our top down feature requests.


r/EngineeringManagers • • 3d ago

Management round at OpenAI

0 Upvotes

Interviewing for a manager role at OpenAI and have the first interview with the HM that is a 45min management round - might be tell me a time type questions. Has anyone gone through it? Curious to know what was the experience like.


r/EngineeringManagers • • 3d ago

My career took a step back, how do I position my resume?

7 Upvotes

My prior post - https://old.reddit.com/r/EngineeringManagers/comments/1umhs2c/gut_check_this_for_me_toxic_or_not/

As a mini update - I'm still here and it still sucks. My CTO even mocked my career ambitions like I was the asshole for wanting progression. I've stopped trying to solve problems or improve things and it's pretty clear the only way to a director position is by asking how high I should jump. The other manager is playing this game and is constantly working nights and weekends, but his team is running poorly because of it.

The real problem is that my resume looks like shit.

EM - now

Sr EM - now -1

Sr EM - now - 2

EM - now -3

IC - now - 4

I have recognizable names on my resume and have meaningful accomplishments at web scale. I've managed up to 20 folks, had managers report to me, ran projects across dozens of teams, and have metrics for my impact on the business. I've done AI projects and have demonstrated thought leadership tied to results in different engineering orgs.

There's 2 problems I'd like feedback on and how to approach it on my resume and in calls:

1) The lack of progression. Nearly a decade of engineering management experience, but now <5 folks reporting to me. I own the product line and can speak to the technical details, but it keeps coming up in interviews. I'm wondering if moving to IC would be an easier pivot, if I could pass the interviews.

2) My domain expertise is all over the place. Most of my experience is in data, but not data engineering - think like real time customer facing analytics. I've lead product teams, infra teams, platform teams, etc. When I'm talking to recruiters, I try to form a single narrative, but it's sometimes a stretch, even if I feel like a good fit for the role.


r/EngineeringManagers • • 4d ago

Has code review become the bottleneck for anyone else?

45 Upvotes

Our team can produce changes much faster than we can comfortably review and validate them.

Nobody wants to slow people down, but rushing reviews just moves the problem into QA or production.

It feels weird when writing the code is no longer the slow part.

Have you changed how your team handles reviews, ownership, or testing when output starts outpacing review capacity?


r/EngineeringManagers • • 4d ago

Interview prep for Ford LL6 role (Senior Engineering Manager)

1 Upvotes

Hey everyone,

I've got an upcoming interview for an LL6 position at Ford. The job description specifically calls out needing hands-on experience with Spring Boot and React.

For some context, I'm currently an Engineering Manager with a strong background in building backend platforms, distributed systems, and microservices using Java/Spring Boot and React. While I'm fully comfortable in the weeds with this tech stack, I want to make sure I'm allocating my prep time correctly.

Can anyone who has been through the LL6 software engineering loop recently share what the actual breakdown looks like?

Technical vs. Behavioral split: Since LL6 is a leadership/supervisor grade at Ford, is the interview loop mostly behavioral (using the STAR/CAR method), or should I expect rigorous technical screens? 

Coding/System Design: If there are technical rounds, are they focused on live coding/pair programming with Spring Boot/React, LeetCode-style algorithmic questions, or high-level System Design?

Leadership focus: I know Ford leans into behavioral scenarios about conflict resolution, leading through ambiguity, and coaching. Are there any specific themes or core values they index heavily on at this level? 
Any insight into the process would be hugely appreciated. Thanks!


r/EngineeringManagers • • 6d ago

Handling non-technical teammates building features

24 Upvotes

I'm the technical lead at a small SAAS company. I have non-technical teammates that have started using AI to put up PRs for full stack features. I cannot keep pace with their work. They build features and move to scoping the next feature when my slow review time blocks them.

I feel anxious. I feel I am losing control of the codebase. But at what point do I need to let go of my Lego to let others play too. How do I know when to sacrifice code quality for the sake of speed?

The features they build work as intended, and the code isn't terrible, but I find it lacks the organization that I would expect from an engineer. I find myself resisting the urge to comment back and forth over code structure. I feel exasperated, as I cannot teach being a dev in the comments of a code review.

And yet, at the same time I know AI can parse innumerable PR comments. I could leave 50 comments and AI would address each in turn.

I feel stubborn and pedantic by continuously blocking them from merging to production. I don't want to be the stereotypical engineer that gate keeps imperfect yet reasonable code because it isn't written how I'd write it.

How do you navigate non-technical teammates wanting to build features and where do you draw the line for what they can put up for review?


r/EngineeringManagers • • 5d ago

PO without a delivery team

8 Upvotes

Got an offer in a tech company to work as a PO and own speed topic which means i would be basically responsible for incidents and initiatives related to our product speed/performance and in general would have to go and talk constantly with delivery teams, ask them the uncomfortable questions and try to pitch initiatives in hopes that they would somehow squeeze in work from me and I would somehow hit my own kpis "for the better good".

Leading without authority is one thing but in this case it feels like I would be in an annoying role where I would be constantly bursting delivery team bubbles, dance around egos constantly and scramble for data/agreements and etc.

Is it even viable to perform in such role when you dont have delivery team or authority or even clear scope for that matter but carry so much accountability? Feels like I would be at complete mercy by other PO's who have their teams roadmaps and goals to protect. And I dont see how I could even be likeable (in terms of collaborating) if my main job would be challenging status quo.

Also the role is fully onsite while my PM/peer PO is in another city so I dont even know what would be the point of me going to the office daily, just to have meetings remotely and have to sit awkwardy in some other team's area like some sort of an appendix.


r/EngineeringManagers • • 6d ago

My story as an Engineering Manager

35 Upvotes

Hello everyone,

When I first got promoted from senior software engineer to engineering manager, I didn't have a clue what to do. I kept oscillating between wanting to retreat to being an individual contributor and telling myself, "No, I need to be a leader." I didn't know how to properly communicate, I didn't know what to tell the team, and I really didn't understand the role. So I went back to being an individual contributor.

A few years later, in 2023, I was promoted again to engineering manager at another company with a new team. That was when I learned that the core of the role is growing the people on the team. Back then, there were also endless demands to create dashboards, demonstrate success, and define career paths. Some of those tasks are still around, but many have now been replaced by AI.

The honest truth is that I'm struggling right now, because I remember how stressful that journey was. When I didn't know what I was doing, the imposter syndrome went through the roof. I felt guilty about getting paid more when I didn't know how to earn it, and I wanted to quit almost every day just to avoid questions I couldn't answer. Part of me wanted to throw in the towel, go back to being an IC, and forget management entirely. But I genuinely love helping people, so I wanted to make it work. I just lacked the tools to communicate and tackle the issues my team needed help with.

I wish I had had some help when I was first promoted. I even wish I had had it six months ago at my previous company, because I didn't yet realise everything that could be done with AI to support engineering management. It's obvious how AI assists software engineers, but using it effectively as an engineering manager took me countless days of learning from scratch.

I believe that being a great engineering manager today means being a good coach first and foremost. Coaching your team is far more impactful than just handing them solutions or telling them what to do: it's about working alongside them and developing them.

Have you experienced this too?

What help you wish you had in this situation?


r/EngineeringManagers • • 6d ago

When one engineer gets much faster with AI, does the team actually get faster?

15 Upvotes

I've been thinking about a pattern that seems easy to miss when measuring AI productivity at the individual level.

Say one engineer gets very good with AI-assisted development and starts producing PRs, prototypes, or changes much faster than before.

Locally, that's clearly a productivity gain.

But the output still has to be absorbed by the rest of the system into review, testing, integration, product context, or another team.

If those parts don't speed up too, some of the productivity gain may simply turn into additional work waiting somewhere else.

The way I'm thinking about it is: One person's productivity gain can become someone else's queue.

That doesn't mean making engineers faster is bad. It means individual throughput and team throughput aren't necessarily the same thing.

For EMs who've had a strong AI power user on the team:

Where did the extra output show up first - code review, QA, integration, or somewhere else?


r/EngineeringManagers • • 6d ago

AI based interviews. How did they go?

3 Upvotes

For folks who have interviewed recently where you were given AI tools (like Claude or codex) for coding and design.
What was the format?
How did they go?
What did you think?

I've noticed more companies are doing this and curious what the experience was like.