Yeah, interviewing is definitely harder. Again, we can draw the analogy to engineers. Is there a large pool of managers that have gone through interview train

Yeah, interviewing is definitely harder. Again, we can draw the analogy to engineers. Is there a large pool of managers that have gone through interview training for managers and have dialed-in questions that give them good signal on how successful the managers will be? And then you run your candidate through multiple rounds of these interviewers? Are you running your candidates through different simulated encounters with different people and different setups? Or would you say it's closer to interviewing an engineer without asking them to code? So let's say you're trying to interview engineers without asking them to code, then you probably need to at least see all code they produced at their last job and ask their past coworkers about them. So then the analogous requirement for a manager would be to then interview a representative sample of their past reports? Measuring how "good" your managers is always a hard topic. That's why I found Google's research on it so interesting, since they had both the means and the incentive to run a large-scale study using themselves as the dataset. I'm not entirely convinced either that evaluating engineers works out that much better. What is the core performance indicator there? Lines of code? Tickets closed? Bugs created? Reputation amongst other engineers? All of those metrics are wrought with perverse incentives. I'd probably end up preferring evaluating managers on "quality of communication" compared to evaluating engineers on any of those.