Hiring Managers

For two decades, I’ve been building and leading engineering teams. I’ve hired hundreds of engineers, and, crucially, I’ve hired other managers. And let me tell you, hiring the latter is a completely different beast. We’re so often focused on technical prowess when building teams, but when it comes to management, technical skills are only table stakes. The real challenge is identifying individuals who genuinely understand and can execute effective management – not just those who want the title.

I recently spoke with an engineering director who shared her frustration: “We keep promoting technically brilliant engineers into management, and they’re terrible with people. Morale is down, and projects are stalled.” This sentiment, unfortunately, is all too common. It highlights a painful truth – too many people are promoted into management roles without the fundamental skills or, frankly, the inclination to actually lead and support a team. It’s a sentiment echoed by so many engineers I’ve spoken with (“I wish my managers cared about their employees the way you do”). This isn’t about being a "softie"; it’s about recognizing that motivated, supported employees are more productive, more innovative, and more loyal.

This article isn’t about finding the perfect manager. It's about shifting how we evaluate candidates, focusing on the less-tangible, but vastly more important, aspects of management aptitude. Here's what I look for, and how I try to uncover it during the interview process.

1. Beyond the Resume: Focus on Demonstrated Leadership, Not Just Technical Achievement

It's easy to get dazzled by a candidate’s technical accomplishments. But a brilliant engineer doesn’t automatically become a great manager. I actively de-emphasize purely technical details in the initial screening. Instead, I look for demonstrable leadership experience. This isn’t necessarily about formal leadership roles (though that's a plus). It's about how they’ve influenced others.

How to uncover it:

• Behavioral Questions Focused on Influence: Instead of "Tell me about a challenging project," try "Tell me about a time you had to convince a team to adopt a different approach. How did you handle resistance?" or “Describe a time you had to deliver difficult feedback.”
• Look for "We" Not Just "I": Pay attention to their language. Are they framing accomplishments as individual achievements ("I built this feature…") or as team efforts ("We overcame this challenge…")?
• Probe for Mentorship: “Have you ever mentored or coached someone? What was your approach, and what did you learn?” This reveals their willingness to invest in others.

2. Empathy & Emotional Intelligence: The Often-Missed Ingredient

A harsh, yet commonly voiced, sentiment is that “no manager, anywhere, cares about his subordinates.” While cynical, it underscores the importance of genuine care as a foundational management skill. It's not weakness; it’s a critical capability. A manager with high emotional intelligence understands that each team member is a unique individual with their own motivations, challenges, and career goals. They create a safe space for open communication, feedback, and growth.

How to uncover it:

• Situational Questions with a "People" Focus: "Imagine a team member is consistently missing deadlines. How would you approach the situation?" Listen for empathy, curiosity, and a focus on understanding the root cause of the problem, not just assigning blame.
• Ask About Handling Conflict: “Describe a time you had to mediate a conflict between team members. What was your approach, and what did you learn?”
• Look for Self-Awareness: Ask something like, “What’s one thing you’re actively working on to improve as a leader?” Self-awareness is a key indicator of emotional intelligence.

3. Strategic Thinking & Delegation (Not Just "Doing")

Too many newly-promoted managers succumb to the temptation of doing the work themselves, rather than enabling their team to do it. This is a fast track to burnout and a disengaged team. A strong manager understands the importance of delegation, prioritization, and strategic thinking. They can see the bigger picture and help their team align their efforts accordingly.

How to uncover it:

• Scenario-Based Questions: "You have a critical project with a tight deadline, and your team is already overloaded. How would you approach prioritizing tasks and allocating resources?"
• Ask About Delegation Style: "Describe your approach to delegation. What factors do you consider when assigning tasks?"
• Probe for Long-Term Vision: "How do you approach career development for your team members?" A good manager is invested in the long-term growth of their team.

The "Invisible" Skill: Creating a Culture of Trust

I recently read something that resonated with me: “He created management, like bringing into existence something from that which is invisible.” That "something invisible" is trust. A truly effective manager builds a culture of trust within their team, where people feel safe to take risks, share ideas, and challenge the status quo. This is not something you can easily measure on a resume, but it’s arguably the most important skill of all.

How to assess (it's subtle):

• Pay attention to how they talk about previous teams: Do they speak with respect and admiration, or do they focus on weaknesses and shortcomings? For example, a candidate who consistently blames former team members or dismisses their contributions is a red flag. Conversely, someone who highlights team successes and acknowledges individual contributions demonstrates a positive and respectful approach.
• Look for a genuine curiosity about people: Do they ask questions about your team and your company culture? This indicates they value understanding the people they’ll be leading.
• Trust your gut: Does this person feel like someone you would want to work for?

Final Thoughts

Hiring another manager is a high-stakes decision. Don’t settle for someone who appears qualified on paper. Focus on the qualities that truly matter: empathy, strategic thinking, and the ability to build a culture of trust. Remember, you’re not just hiring someone to manage tasks; you’re hiring someone to lead and inspire a team.

The next time you’re evaluating candidates for a management role, remember to look beyond technical skills and prioritize these crucial qualities. Your team—and your bottom line—will thank you.