Career development and mentorship
Guiding team members in their careers.
In modern technology organizations, the role of an Engineering Manager has fundamentally evolved. It's no longer enough to be a taskmaster or a project coordinator. The single most important responsibility of a great manager—the one that directly impacts retention, team performance, and long-term capability—is to act as a career architect for their engineers.
This submodule is designed to give you the frameworks, strategies, and language to master this critical competency. Answering these questions well signals to an interviewer that you are not just managing projects; you are building a resilient, highly-skilled, and motivated team that will be a long-term asset to the company.
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Meet Maria, a Staff Engineer on your team. She is, without a doubt, a technical powerhouse. For the last two years, she has been the primary owner and go-to expert for your team's most critical and complex service. Her performance reviews have always been stellar.
Lately, however, you've noticed a change. Her output is still solid, but it lacks the creative spark it once had. She's quieter in team meetings. In your last 1-on-1, after some gentle probing, she finally admitted it: "I just feel... stuck. The work isn't a challenge anymore. I feel like I'm just maintaining the same system day after day."
You know for a fact that she gets at least one recruiter message a day from a major competitor. She is a massive flight risk, and losing her would be a major blow to the team's productivity and morale.
As Maria's manager, how do you structure your next conversation with her?
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