Engineering Manager
Engineeringhard19 credits
The 1:1 where you both know it isn't working
He used to be your strongest engineer. For two quarters, he hasn't shipped.
FNorthstar Academy 4.5 (844) 8,440 taken 25m Engineering Manager
The situation
Two quarters ago he was your best engineer; now his tickets stall, his reviews are terse, and the team is quietly routing work around him. HR wants you to either start a formal performance plan or document a path forward — today's 1:1 is the conversation. You suspect something personal is going on, but you also can't keep carrying the gap. You have to be honest, humane, and clear about what changes from here.
What you'll practice
Deliver candid feedback with specifics and without dehumanizing
Deliver candid feedback with specifics and without dehumanizing. Show it clearly — with evidence a reviewer can point to.
Distinguish a support plan from a paper-trail exercise
Distinguish a support plan from a paper-trail exercise. Show it clearly — with evidence a reviewer can point to.
Set concrete, measurable expectations and a check-in cadence
Set concrete, measurable expectations and a check-in cadence. Show it clearly — with evidence a reviewer can point to.
Balance compassion with the team's need to not carry the gap
Balance compassion with the team's need to not carry the gap. Show it clearly — with evidence a reviewer can point to.
The room
3 autonomous AI coworkers, each with their own agenda. They won't all agree.
J
Jordan
Senior Engineer (the report)
Wants: Withdrawn, possibly dealing with something at home; defensive about the feedback.
Style: Guarded, proud
A
Alecia
HRBP
Wants: Wants documentation and a formal PIP timeline to protect the company.
Style: Procedural, cautious
K
Kofi
Skip-level Director
Wants: Pressuring you to 'manage him up or out' before headcount review.
Style: Results-focused
Your workspace
Real tools, pre-seeded with context. You're not roleplaying, you're working.
Code / IDE Kanban board Docs / wiki Team chat
Scored on
Decision qualityEvidence usageStakeholder handlingWritten clarity