Engineering Managers need six critical traits to succeed: being a natural mediator who builds feedback culture using frameworks like FECE, functioning as a team unifier who assigns tasks based on strengths, serving as an information broker deeply involved in the project, acting as a change champion who introduces new technologies, developing talent by aligning individual growth with organizational goals, and being a trusted listener who supports team members through one-on-ones. The author provides six screening questions to evaluate candidates for these traits, emphasizing that the right EM is typically already an ever-present supporter rather than just the best engineer.