Anonymous
Are you a hands-on engineering manager, and how do you make decisions about delegation?
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Cleveland Clinic
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Anonymous
- Expertise - In 2 quarters time, architect has build good knowledge about the overall system
- Collaboration - Architect has run major cross team projects and showcased skills needed to collaborate with respect with other teams
- Attention to detail - Architect was part of the meeting for 3 quarters and knew how to drive the post mortem meetings
- Reverse shadow and feedback - I gave the opportunity to the architect to run the RCA call and did reverse shadow and provided feedback later.
- Expectation setting - Setting up the right expectations for running the call and identification of the long term tech items for roadmap,
- Review process - setup a biweekly cadence with architect to review this
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- Are you a hands-on engineering manager, and how do you make decisions about delegation?
- How would you describe your management style in terms of hands-on vs delegation?
- Are there specific factors you consider when deciding whether to take on a task yourself or delegate it to a team member?
- Can you give an example of a time when you delegated a task and what you learned from the experience?
- To what extent do you prioritize hands-on involvement in day-to-day project work?
- How do you balance being hands-on with ensuring your team members have the autonomy they need to grow and develop?
- How do you decide when to step in and when to allow your team to handle a task independently?
- Can you share how you ensure that delegation is effective and leads to successful outcomes?
- How do you measure the success of delegation and what steps do you take to adjust your approach if needed?
- How do you evaluate your delegation decisions, and what steps do you take to continuously improve?
Interview question asked to Engineering Managers interviewing at ZoomInfo, Noon, Roofstock and others: Are you a hands-on engineering manager, and how do you make decisions about delegation?.