Comment by achiang

All managers in Google (engineering and non-engineering) are encouraged to take a 2-day immersive course. There's a course for "experienced manager, but new to Google" and a course for "new manager" with content tailored to the two different populations. There are also many many many mandatory trainings that span the gamut from allyship and inclusiveness, to local laws, to how we do performance reviews and comp. In the first year alone, I would guess something O(~weeks) of these trainings.

There are also countless hours of opt-in training for pretty much any subject where you want to improve your skills.

In Google SRE, combo TLMs are considered to be an acceptable short term solution for team turnover, but not a long term best practice. TLMs are highly encouraged to find a different TL for the team.

In addition, all SRE managers (SRMs) are paired with an experienced manager as their mentor.

Ultimately though, apart from the mandatory trainings, no one can really force you to be a better manager. The big feedback mechanism is that internal mobility is very high, to the point where managers have essentially no power to prevent anyone from leaving their team. So if you suck, you will get bad scores in your own performance review and everyone on your team will just transfer away.

I called out the SRE-specific bits, and a few common practices, but it could be that there are different practices in other engineering orgs.

Source: I'm an SRM, and speak only for myself.