8 Behaviors of Great Engineering Managers

Lessons from Google's Project Oxygen and what you can do today.

The role of an Engineering Manager doesn’t come with a user manual. But, I’ll give you a checklist today.

As the year comes to an end, I’ve been reflecting on how I did in my role as an Engineering Manager. Yes, I have feedback from my team and manager, but it’s limited. I wanted a way to evaluate myself against what it means to be a great EM.

That’s when I found

Addy Osmani

’s book Leading Effective Engineering Teams. In chapter four, Osmani went deep into the findings of Google’s Project Oxygen, an initiative analyzing what makes managers effective. The research found eight key behaviors that exceptional managers consistently demonstrate.

This serves as a perfect template for EMs because it touches upon technical, communication and other inter-personal skills. So here you go.

1. Be a Good Coach

Great managers guide the team to find solutions to problems. Sure, they give advice and answers when needed, but often engage in a discussion by listening actively and asking thoughtful questions. That’s what coaching is all about.

The idea behind coaching for an EM is to contribute to each team member’s growth. Be on the lookout for what areas the individuals can grow in. Give regular feedback and customize your coaching level based on their needs.

Try this today:
Ask a team member about their current challenges. Guide them to brainstorm potential solutions or path forward without offering solutions. If this is your first time doing this with them, they may be expecting answers so tell them you’re focusing on coaching.

2. Empower the Team and Avoid Micromanaging

Great managers trust their team members to take ownership of their responsibilities while staying available for support when needed. Being hands-off doesn’t mean being invisible. It’s about providing clarity on goals, delegating effectively, and then letting the team work independently.

Most managers do this well for smaller sprint-level tasks, but hesitate with larger projects. Trust your team with the big stuff too.

Try this today:
Identify an epic (a 2-3 month project) and delegate it fully to a capable team member. Ensure they have clear goals, deliverables, and the resources they need to succeed. Check in regularly but avoid overstepping.

3. Create an Inclusive Team Environment

Great EMs make everyone feel valued by listening to their ideas and opinions. They create an environment where team members feel safe sharing their thoughts, including bad news.

You have to actively ensure that everyone’s voice is heard and their contributions are recognized. Are you distributing projects fairly between team members? If only a couple of people get to do all the “cool” work, others will feel neglected.

Try this today:
In your next team meeting, invite a quieter team member to share their thoughts. Acknowledge and engage on their inputs to build confidence.

4. Be Productive and Results-Oriented

Managers must keep their eyes on their number one job, which is delivering results. This involves setting clear goals, tracking progress, and removing any blockers that hinder productivity.

Align your team’s efforts with broader business objectives, because team members can easily feel disconnected when they just focus on their day to day work.

Try this today:
Review your team’s current projects and goals. Identify one obstacle slowing progress and figure out how to remove it. Better yet, ask each member on the team.

5. Be a Good Communicator

Clear, consistent communication is the key to being effective in your role. Actively share information that is important for the team to do their job. Managers are in different meetings and channels than the rest of the team, so they have access to different information. Don’t assume your team knows something because you have been hearing it for weeks.

When in doubt, over-communicate. To avoid rambling in team meetings, prepare your communication and tailor it to your audience.

Try this today:
In a 1:1, ask a team member about their current priorities. If their answer doesn’t match your understanding, you need to communicate it to them now.

6. Support Career Development

Exceptional managers don’t just focus on executing projects, they also prioritize their team’s professional growth. By investing in their development, you build trust, morale, and retain top talent. Ultimately, when they grow, you grow.

Help employees map out career paths, share learning opportunities, and assign stretch projects. Everyone is responsible for their own career, but when you do this proactively you’re showing your commitment to their growth.

Try this today:
Recommend a relevant course, conference, or project to a team member that aligns with their career aspirations.

7. Have a Clear Vision and Strategy for the Team

A great engineering manager knows where the team is heading. Without a clear vision, teams lose focus and momentum. Successful managers align the team around shared goals and provide context for decisions.

I see successful managers keep a “team charter” and “working agreement” documents to communicate the team’s vision, mission and values.

Try this today:
Draft a one-paragraph vision statement for your team. Share it and gather feedback to ensure everyone is aligned. If you already have one, check if it’s up-to-date with the work you’re doing.

8. Possess Key Technical Skills to Help Advise the Team

To become a great EM, you don’t need to be the most technically skilled person in the room. But you do need enough understanding to build credibility and provide meaningful guidance.

Staying updated on the tools and technologies your team uses helps you stay connected to their work and challenges.

Try this today:
Spend an hour exploring a tool or technology your team is currently using. Come prepared to discuss it in your next meeting.

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Wrapping It Up

Becoming a great Engineering Manager means mastering a balance of soft skills like coaching and communication with hard skills like technical expertise and strategic thinking.

Often, managers invest heavily in one area like delivering projects, while neglecting others, like career development or team culture. That’s why this checklist is so valuable: it helps you assess where you’re focusing your energy and where you might need to course-correct.

Start small. Pick one or two behaviors to work on this week. Over time, these deliberate efforts will compound, creating a stronger, more effective team and a thriving culture.

So, which behavior will you focus on first? Let me know in the comments!

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