Prices shown are a USD base. Your local-market price is calculated at checkout in your own currency, plus any local sales tax.
What is inside
20 chapters, in the order the interviews tend to ask them:
The move from senior engineer to manager
Setting team goals, standards and clarity
Delegation, ownership and calibrating trust
One to ones, coaching and the feedback loop
Performance management, calibration and underperformance
Difficult conversations and interpersonal conflict
Hiring loops, structured interviews and scorecards
Growing senior engineers towards staff scope
Career frameworks, levels and promotion decisions
Technical strategy, roadmaps and platform investment
Making, recording and revisiting technical decisions
Technical debt, modernisation and legacy code
Delivery metrics, flow and forecasting
Leading incidents, communication and the response bridge
Postmortems, blameless review and learning systems
On call, toil and sustainable operations
Stakeholder management and communicating upwards
Cross functional delivery, dependencies and alignment
Team boundaries, ownership and reorganisation
Burnout, retention and sustainable team health
How the answers are built
Each chapter opens with the checklist the question is really testing. A few from this pack:
Your output is now the team's throughput rather than your own commits, and the only honest measure of it is whether delivery holds while you are away.
A goal is an outcome with a population, a date and a named source of the number, and a measure you keep yourself is a measure that will be shaped.
Calibrate support on demonstrated competence at this class of problem recently, not on seniority, because your strongest engineer is the person most likely to be new to your subsystem.
The person owns the agenda and you own the environment, and the first ten minutes belong to them because that is where the information you cannot get elsewhere arrives.
A performance concern has to name an observable behaviour with a date and its effect on the work, because a trait cannot be improved and cannot be evidenced.
The order of an apology matters: what you did, the effect you now understand, what you will do, and only then context if it is wanted.
Questions this pack covers
How do you decide whether to take a management role?
What actually changes in your day to day work when you become a manager?
How do you write a team goal that can actually be measured?
How do you write a definition of done that stops scope creep?
How do you calibrate how much support a task actually needs?
What does real ownership of a decision look like in practice?
How do you run a one to one that people actually value?
How do you coach somebody without giving the answer away?
Each one is answered in full in the pack, with the reasoning written out rather than a bullet list.
