The ultimate guide to engineering manager interviews. Developed by FAANG engineers, prep faster with proven strategies, real-world questions, and a structured approach. Get interview-ready in hours.

Engineers working as individual contributors may want to switch to management roles in the middle of their careers. A significant part of this transition will involve preparing for the engineering manager (EM) interview. This course is meant for folks preparing for an EM interview, enabling them to systematically cover the often-asked questions and strategies to come up with good answers.
The course begins with education about the EM role and the interview process for this role. It then covers the patterns and strategies to answer typical management questions in a story-like fashion. These involve people management, project and cross-functional management, and behavioral questions.
The course has been prepared by experienced engineering managers and directors for top-tier tech companies with years of experience giving and taking interviews for this role. This course will help you to persuasively present your own management experience during the interview and get your dream offer.

Acing the Engineering Manager Interview

As a manager, you’ll often find yourself in a position where you'll have to persuade others to see problems from your team’s perspective. Many stakeholders may not be aware of the intricacies of what goes on when your team executes a task, and making sure their decision-making is in line with that is your job. The art of persuasion is tricky territory, and you need to navigate it intelligently.


# What a good answer looks like

“I have found that it takes far more than presenting hard facts and data to convince someone. My strategy starts off with thorough research. I make sure that I  understand the problem down to the last detail before I propose a solution. I also ensure that I'm aware of the pros and cons of the solution. I make a list of compelling points and think of reasons people would want to support my idea and the benefits they might envision from it. I also think of what reservations they may have and figure out how to address them if they come up. Before I speak to the relevant party, I make sure to prepare counterarguments for anything that may come from the opposition. I think of all the questions they may have about what I am proposing and prepare answers for them well in advance.

Once I have my research figured out, it all comes down to delivery. My approach may differ according to the person or people I am trying to persuade. If it's an engineering problem that we're discussing and I have to persuade a seasoned engineer, then I know I can dive into the depth of the issue and discuss minor technicalities with ease. On the other hand, if it’s someone without a solid engineering background, I might have to establish some groundwork first so they can understand the intricacies better. I try to understand how they view the problem so that I can explain how my idea or solution fits in perfectly. In each case, I make sure to define the action steps and clarify the process I have in mind. I give them a clear picture of what the outcome would be if my proposition is accepted.

Every problem needs to be approached openly, so I always keep myself open to suggestions. The purpose is to solve our problems adequately, and I'm receptive to all the input I can get. I make sure what I am presenting is in line with the company’s goals."

# Red flags in your answer
Some of the things that shouldn't be part of a good answer include:
- Assuming others can easily see things your way when presented with data.
- Getting frustrated by the effort that's needed to show things to others that might be obvious to you.
- Not tailoring your approach to suit the target audience.
- Not approaching the discussion with an open mind.




Let's discuss how to get people to accept your point of view.

Introduction

The EM Interview Loop

Management Interview Patterns and Strategies

People Management Questions

Project and Cross-functional Management

Behavioral Questions

How Do You Get People to Accept Your Point of View?