These are my basic expectations for managers that report to me
Lots of people claim to do Agile. Most believe it. Many are not doing the basics right.
When a team gets a new manager, it can be a time of great uncertainty.
Teams operate best at certain sizes. Try sub-teams of 3-4 engineers, and interleaving active projects more often at the sprint boundaries.
Validating ONLY with tests is basically flying the plane on instrumentation, versus being able to look out the windshield. Flying visually and by muscle-memo...
How do you bootstrap a team to use story points?
The best feedback is tied to one or more specific examples, and also highlights the impact of what happened on the team or company.
On the surface, what you learn at a particular job takes the form of bullet points on your resume. But there are also deeper, more private lessons.
Interviewing as an engineering manager is quite different from interviewing as an individual contributor.
A little bit about me