This is pretty solid advice, but very much basic EM feedback. The really hard stuff are ideas such as... * How do you create a reality distortion field inside

This is pretty solid advice, but very much basic EM feedback. The really hard stuff are ideas such as... * How do you create a reality distortion field inside outside the team. Bad managers just list accomplishments, great managers tell a story. * How do you manage/remove toxic people, personalities and influences and create a solid team culture * How do you translate the relatively rigid corporate structure and objectives into flexibility and room to move for your team. Until you're VP level, you actually don't have much freedom in direction and a great manager will understand how to interpret and reinterpret this for the reports. * How do you balance the relationship between business, engineering and product. Can you walk the line between tech debt, code quality and delivering? Can you have those conversations business is never willing to have to convince them to allow eng to pay down tech debt? * How do you unblock and accelerate your team without being a micromanager. Do you regularly take a strategic view on pain points and blockers for your team?