When you move from managing individual contributors to managing managers, new challenges arise. Especially in assessing the work being done. As an engineering manager of developers, you can usually see the results directly: if code is written, deployed to production and meets expectations, it’s a good sign the engineer is doing their job effectively. You can review the code, estimate time spent, and track outputs. But with managers, it’s different. Their work is more abstract and they don’t produce tangible artifacts daily but their impact is significant. They’re responsible for teams, productivity, culture and long-term success. You don’t want to realize a year later that a manager has been ineffective, productivity has declined, burnout has spread and now you need to replace not just the manager but the entire team. In this article, we’ll explore how to set up communication and evaluation systems that help you effectively assess your managers. Set Clear Expectations Before you can evaluate a manager’s performance, you need to define what success looks like. This means clearly outlining what you expect from them, preferably in the form of concrete goals. You may want them to: Implement CI/CD pipelines Reduce incidents Increase release frequency Cut infrastructure costs Implement CI/CD pipelines Reduce incidents Increase release frequency Cut infrastructure costs Whatever the goals are, define and communicate them clearly. It doesn’t matter whether you’re using KPIs, OKRs, or another goal-setting framework as long as they’re measurable and understandable. The manager should know exactly what’s expected and have a plan of action. Don’t expect proactivity on day one. A new manager won’t yet understand what’s critical to the business. Guide them toward your highest priorities until they learn the landscape. But your goals should not be vague. Statements like “Improve team performance” or “Speed up code reviews” are too abstract. What does “speed up” mean? By how much? Every person will interpret these differently. Specify numbers. Crafting effective goals is a subject in itself, so we won’t go deep into it here but it’s crucial to get this part right from the start. How to Get Feedback There are several ways to gather feedback about a manager’s performance. The key is to look at the full picture and not rely on any single source of truth. You can gather feedback: Directly from the manager via status syncs, 1-on-1s, or team meetings Objectively through metrics From peers and team members via performance reviews Directly from the manager via status syncs, 1-on-1s, or team meetings Objectively through metrics From peers and team members via performance reviews Let’s look at each method in detail. Status Syncs Decide how frequently you want updates from each manager, and be clear about the type of information you expect. These can be regular group syncs with all engineering managers or individual check-ins, depending on the size and structure of your organization. The frequency should strike a balance neither overwhelming nor too sparse. In my experience, 1–2 times a week is ideal: Twice a week during high-intensity periods, such as major releases or active user testing Once a week when things are stable and execution-focused Twice a week during high-intensity periods, such as major releases or active user testing Once a week when things are stable and execution-focused This is different from a daily team stand-up. Those syncs are designed to provide visibility into status updates, surface any blockers your peers may be facing, and offer guidance when needed. They also help you assess how effectively they are progressing toward objectives, responding to change, and aligning with broader business goals. Once you’ve built trust and see that the manager is consistently on track, you may even reduce or eliminate these syncs entirely and rely on 1-on-1s for ongoing updates and support. 1-on-1s While 1-on-1s aren’t strictly for status updates, they’re a critical tool for evaluating a manager’s performance and mindset. Everyone structures these meetings differently, but they’re your opportunity to dig deeper into how the manager is thinking, what challenges they’re facing, and how they’re progressing against their goals. The atmosphere on 1-on-1s is more relaxed than on status syncs, there is no rush. Here you may just talk. These conversations also help you understand their level of engagement and curiosity. Are they bringing thoughtful questions? Are they seeking feedback or surfacing concerns? At the same time, avoid jumping to conclusions, some people are naturally reserved. A lack of questions isn’t necessarily a red flag, which is why it’s important to evaluate performance in context and through multiple lenses. Operational Metrics Your ability to use metrics depends on whether your systems are set up to track them effectively. If not, you may need to rely on manual reporting at first. Start with what matters most: Incident count: How many incidents occurred? How severe were they? Were they recurring? Delivery rate: The ratio of planned tasks to completed tasks. This gives insight into predictability and execution. DORA metrics: If available, these are highly useful. At least, deployment frequency and change failure rate are pretty easy to calculate manually. Incident count: How many incidents occurred? How severe were they? Were they recurring? Incident count Delivery rate: The ratio of planned tasks to completed tasks. This gives insight into predictability and execution. Delivery rate DORA metrics: If available, these are highly useful. At least, deployment frequency and change failure rate are pretty easy to calculate manually. DORA metrics Keep in mind that some companies release infrequently by design, so deployment frequency should be interpreted within context. Analyze metrics in combination. One number doesn’t tell the whole story. For example, a high delivery rate might be meaningless if incidents are also high. Start small and choose only a few meaningful metrics, and expand over time. Performance Reviews Team feedback is essential. You don’t see everything, and you may not know how a manager interacts with their team day to day. Managers may communicate very differently with you than with their reports. Don’t assume that someone who communicates well upward also leads well downward. When collecting feedback, avoid open-ended requests like “Write what you think.” Most people struggle with that. Instead, build a structured format with rating scales and targeted questions. But remember that confidentiality is critical. People need to feel safe being honest, or the feedback won’t be useful. Don’t drop down two levels and micromanage. Trust your managers to do their jobs. Your role is to collect feedback from different sources, evaluate the situation, and intervene only when necessary. Establish clear boundaries around your manager’s responsibilities, and always make it clear that asking questions is encouraged. Don’t solve problems for your managers but use the information you gather to coach and guide them. for And finally, if things are going well, say so. Many leaders make the mistake of only intervening when problems arise. Recognition matters, too. Some leaders simply hire managers, hand off tasks, and say, “Take care of it.” That can work especially if you’ve hired well. But showing genuine interest and involvement sends a strong signal, and can make a big difference in long-term success.
