Managing managers on engineering orgs, 1 on 1 cadence, quality bars for people leadership, and skip level hygiene. According to iSilta's 2026 survey of 146 organizations, respondents estimate 44% of current people managers had no formal leadership training before managing anyone. Use this guide to move from generic advice to week by week manager habits on engineering teams.
What is managing managers?
What is managing managers is a manager practice that turns managing managers into predictable team behavior, not a poster on the wall.
Engineering managers win when managing managers is treated as operational data, not a one time workshop. According to iSilta's 2026 survey of 146 organizations, respondents estimate 44% of current people managers had no formal leadership training before managing anyone. That pattern shows up when managers lack shared context about how each person communicates, prioritizes, and recovers from stress.
On software teams, managers of managers and coach the coach intersects with delivery pressure, on call load, and review culture. Document what you learn in 1 on 1 notes and team forums so improvements survive reorgs. Prefer small experiments over big bang programs; measure behavior in the next sprint retro, not only in annual surveys.
If you are starting from zero, pick one report and one team ritual to change this week. Ask what would make managing managers easier for them, then close the loop publicly. Teams trust managers who act on listening, not managers who collect more forms.
Pair this work with shared profiles and action points after 1 on 1s so context survives handoffs. When managing managers shows up in skip levels and retros, not only in HR decks, you reduce the weak 1 on 1 patterns that show up when training arrives too late.
Why does managing managers matter for engineering managers?
Why does managing managers matter for engineering managers is a manager practice that turns managing managers into predictable team behavior, not a poster on the wall.
Engineering managers win when managing managers is treated as operational data, not a one time workshop. According to iSilta's 2026 survey of 146 organizations, respondents estimate 44% of current people managers had no formal leadership training before managing anyone. That pattern shows up when managers lack shared context about how each person communicates, prioritizes, and recovers from stress.
On software teams, managers of managers and coach the coach intersects with delivery pressure, on call load, and review culture. Document what you learn in 1 on 1 notes and team forums so improvements survive reorgs. Prefer small experiments over big bang programs; measure behavior in the next sprint retro, not only in annual surveys.
If you are starting from zero, pick one report and one team ritual to change this week. Ask what would make managing managers easier for them, then close the loop publicly. Teams trust managers who act on listening, not managers who collect more forms.
Pair this work with shared profiles and action points after 1 on 1s so context survives handoffs. When managing managers shows up in skip levels and retros, not only in HR decks, you reduce the weak 1 on 1 patterns that show up when training arrives too late.
What does research say about managing managers?
What does research say about managing managers is a manager practice that turns managing managers into predictable team behavior, not a poster on the wall.
Engineering managers win when managing managers is treated as operational data, not a one time workshop. According to iSilta's 2026 survey of 146 organizations, respondents estimate 44% of current people managers had no formal leadership training before managing anyone. That pattern shows up when managers lack shared context about how each person communicates, prioritizes, and recovers from stress.
On software teams, managers of managers and coach the coach intersects with delivery pressure, on call load, and review culture. Document what you learn in 1 on 1 notes and team forums so improvements survive reorgs. Prefer small experiments over big bang programs; measure behavior in the next sprint retro, not only in annual surveys.
If you are starting from zero, pick one report and one team ritual to change this week. Ask what would make managing managers easier for them, then close the loop publicly. Teams trust managers who act on listening, not managers who collect more forms.
Pair this work with shared profiles and action points after 1 on 1s so context survives handoffs. When managing managers shows up in skip levels and retros, not only in HR decks, you reduce the weak 1 on 1 patterns that show up when training arrives too late.
How do you implement managing managers on a software team?
How do you implement managing managers on a software team is a manager practice that turns managing managers into predictable team behavior, not a poster on the wall.
Engineering managers win when managing managers is treated as operational data, not a one time workshop. According to iSilta's 2026 survey of 146 organizations, respondents estimate 44% of current people managers had no formal leadership training before managing anyone. That pattern shows up when managers lack shared context about how each person communicates, prioritizes, and recovers from stress.
On software teams, managers of managers and coach the coach intersects with delivery pressure, on call load, and review culture. Document what you learn in 1 on 1 notes and team forums so improvements survive reorgs. Prefer small experiments over big bang programs; measure behavior in the next sprint retro, not only in annual surveys.
If you are starting from zero, pick one report and one team ritual to change this week. Ask what would make managing managers easier for them, then close the loop publicly. Teams trust managers who act on listening, not managers who collect more forms.
Pair this work with shared profiles and action points after 1 on 1s so context survives handoffs. When managing managers shows up in skip levels and retros, not only in HR decks, you reduce the weak 1 on 1 patterns that show up when training arrives too late.
What are common mistakes with managing managers?
What are common mistakes with managing managers is a manager practice that turns managing managers into predictable team behavior, not a poster on the wall.
Engineering managers win when managing managers is treated as operational data, not a one time workshop. According to iSilta's 2026 survey of 146 organizations, respondents estimate 44% of current people managers had no formal leadership training before managing anyone. That pattern shows up when managers lack shared context about how each person communicates, prioritizes, and recovers from stress.
On software teams, managers of managers and coach the coach intersects with delivery pressure, on call load, and review culture. Document what you learn in 1 on 1 notes and team forums so improvements survive reorgs. Prefer small experiments over big bang programs; measure behavior in the next sprint retro, not only in annual surveys.
If you are starting from zero, pick one report and one team ritual to change this week. Ask what would make managing managers easier for them, then close the loop publicly. Teams trust managers who act on listening, not managers who collect more forms.
Pair this work with shared profiles and action points after 1 on 1s so context survives handoffs. When managing managers shows up in skip levels and retros, not only in HR decks, you reduce the weak 1 on 1 patterns that show up when training arrives too late.
How do you connect managing managers to better 1 on 1s?
How do you connect managing managers to better 1 on 1s is a manager practice that turns managing managers into predictable team behavior, not a poster on the wall.
Engineering managers win when managing managers is treated as operational data, not a one time workshop. According to iSilta's 2026 survey of 146 organizations, respondents estimate 44% of current people managers had no formal leadership training before managing anyone. That pattern shows up when managers lack shared context about how each person communicates, prioritizes, and recovers from stress.
On software teams, managers of managers and coach the coach intersects with delivery pressure, on call load, and review culture. Document what you learn in 1 on 1 notes and team forums so improvements survive reorgs. Prefer small experiments over big bang programs; measure behavior in the next sprint retro, not only in annual surveys.
If you are starting from zero, pick one report and one team ritual to change this week. Ask what would make managing managers easier for them, then close the loop publicly. Teams trust managers who act on listening, not managers who collect more forms.
Pair this work with shared profiles and action points after 1 on 1s so context survives handoffs. When managing managers shows up in skip levels and retros, not only in HR decks, you reduce the weak 1 on 1 patterns that show up when training arrives too late.
How do managing managers practices compare?
| Approach | Strength | Risk |
|---|---|---|
| Ad hoc conversations | Fast to start | Inconsistent across reports; hard to scale |
| Shared written profiles | Reduces guessing; helps hybrid teams | Stale if never revisited in 1 on 1s |
| Pulse and 1 on 1 loop | Connects listening to action | Fails if leaders skip follow through |
Implementation steps
- Clarify why managing managers matters to your team this quarter.
- Co create norms with reports; do not publish mandates without input.
- Pilot for two weeks; gather friction in 1 on 1s.
- Publish what changed because people spoke up.
- Revisit after org or role changes.
Frequently asked questions
What is the first step to improve managing managers?
Start with a visible experiment on one team: define success, run for two cycles, and review in 1 on 1s. According to iSilta's 2026 survey of 146 organizations, respondents estimate 44% of current people managers had no formal leadership training before managing anyone.
How often should managers revisit managing managers?
Revisit at least quarterly or after reorgs. Treat it as operating rhythm, not a one off initiative.
Does managing managers apply to remote teams?
Yes, often more. Remote work amplifies ambiguity; explicit practices reduce silent friction.
Where should documentation live?
Prefer shared team context tools and 1 on 1 notes over buried slide decks. Close loops where people already work.
How does this relate to pulse listening?
Pair practices with short pulses and name actions in team forums. Listening without follow through erodes trust faster than not asking.
Related: skip level meetings how to run, how to measure manager effectiveness, impact of poor leadership training.
Prefer prepared conversations over memory alone? Explore iSilta features or try the product demo.