Besides the books others have mentioned (peopleware and mythical man month should be required reading for all managers in my opinion), I would also suggest thin

Besides the books others have mentioned (peopleware and mythical man month should be required reading for all managers in my opinion), I would also suggest thinking about the following: make sure you align rewards with the results you want: if you talk about code quality and so on, however you incentivize your execs/manager for "ship quickly and fix later", that's what will happen. When interviewing all your managers/execs ask them "assume your team leads told you that feature X will take Y months to develop, and I told you that for business reasons we need to deliver it in Y * 0.85 months, what would you do" and hire/nohire depending on how you feel about their answer and how it maps to the books above. Make sure that if you have a deadline you are flexible on deliverables, there is nothing worse as an engineer than being asked to estimate how long something will take, and then be told that the delivery is fixed anyways. At the same time if you ask for a ballpark estimate, don't then assume your engineers will hit that 99% of the time and bet significant marketing/sales dollars on it. Some engineers will thrive in environments where customer-is-first and backwards-compatibility is king, where code quality and cleanness are prioritized and code written lives a long life. Other engineers will find that stifling and instead will thrive in a write-fast-and-throw-away environment, make sure you assign each type of engineer to the right teams. And finally make sure that your company culture is aligned with what you want to achieve: some engineers will thrive in a private-offices/business-is-business environment, others instead will prefer a open-office/work-is-gamified place, hire accordingly.