Engineering Management Training 15

[AbeZ]

I'm currently being considered for a position in engineering management that will include the supervision of degreed engineers and technicians.

Currently, I am an electrical engineer and have very little experience in management aside from leading small teams throughout projects. I realize that much of management involves human psychology and there's no one-size-fits-all approach that can be learned to ensure success. But, I know there are some basic dos and don'ts that can help a new manager avoid starting off on the wrong foot.

Are there any noteworthy books that you have found on engineering management or management in general? I did pick up "How to Win Friends and Influence People" previously since it's a widely recommended book.

Are there any online courses or in-class courses typically offered in large cities that would be worthwhile? I'm currently working on my MSEE, so something as time-consuming as an MBA would not be possible right now.

Thanks in advance for any possible tips you can provide.

 

[MikeHalloran]

"Frogs Into Princes", recommended by the best manager I ever worked for.


He assembled a spectacularly effective team by recruiting people whom the other managers were glad to release.

His trick was simple: Everyone was assigned a task at which they had demonstrated some competence. ... and whatever each person was not good at, was covered by someone else.



Mike Halloran
Pembroke Pines, FL, USA

 

[Ron]

agree with Mike....learn to read people and put them in positions where THEY will succeed and in turn, you will succeed. Technical people need a lot of freedom and few strict rules. They don't need to be told how to dress. They don't need to be told when to start or when to stop. They absolutely do not need to be saddled with administrative minutia...they have little or no tolerance for authority and must be made to feel that they have no one's thumb on them constantly. They need to be plied with resources and only then can you lay out fully the expectations. If the expectations come first...you lose.

 

[berkshire]

AbeZ,
Get hold of some of Ken Blanchard's books, i.e. One minute manager, Understanding the one minute manager.
They are quick and to the point.
B.E.

You are judged not by what you know, but by what you can do.

 

[CELinOttawa]

Managing the Professional Services Firm by David R. Master.

And on the job experience.

 

[spciesla]

Not specific to engineering, but a good, short book on leadership.

Lincoln on Leadership: Executive Strategies for Tough Times Paperback
by Donald T. Phillips

 

[cvg]

leading and managing the troops is a small (although important) part of management. the other parts that most engineers hate is writing the status reports, weekly reports, monthly reports, PCN reports, RFI logs, decision logs, etc. etc. scheduling and re-scheduling and then explaining to the next level up management why you are behind schedule or over budget

 

[Maui]

Not a reference book, but some thoughts on what I've seen in successful leaders who provide an environment that people naturally react to in a positive way, and who instill a sense of loyalty so that they are often followed implicitly:

1.) Never ask an employee to do something that you are not willing to do yourself. Keep in mind that you may have to show them how to do it the first time so that they understand how to do it.

2.) Be as honest as possible with your people, and treat them with an appropriate level of respect. This is a relationship that you are building. Honesty and respect are not optional. They are mandatory. If your people feel that you respect them, then you will likely receive the same in return. If they feel that they aren't able to trust you, then they will conceal things/be dishonest/misdirect, etc. Nobody needs that headache.

3.) Support your workforce. You are there to reduce the number of roadblocks that stand in their way of accomplishing the projects that are assigned to them. Don't put up roadblocks unless it is absolutely necessary. And if it is, you need to explain why.

4.) Humility goes a long way when you are a leader. You may be considered an expert in what you do, but there is no shame in admitting that you don't know the answer. The important part is knowing who does, and talking to them. Or in finding the right resources and references.

5.) Don't ignore your own people when there is a problem. Listen to them, consider what they have to say, weigh the evidence, and then do what you think is right.

6.) Don't act as a funnel for "the sky is falling" mentality that management tends to apply to situations that are entirely manageable: act as a buffer instead. Your people will appreciate you for this, and miss you a great deal when you move on. Remember that the problem is not the problem. The problem is how you deal with the problem.

7.) Make your expectations clear to your people up front so everyone understands what is expected of them. Reward appropriate behavior. Do NOT reward bad behavior. This is not always as black and white as it may appear.

8.) Patience is a key characteristic to possess, especially when it comes to dealing with people. If you don't have any, you probably don't belong in a leadership role. People above you in the organization who lack this characteristic themselves usually tend to have more turnover in their departments.

9.) Know when to push forward and when to back off when it comes to confrontation. This is work culture dependent.

10.) Know yourself, and what level of responsibility you are comfortable handling.

My 2 cents.

Maui

http://www.EngineeringMetallurgy.com

 

[pennpiper]

Maui,
Thanks for your insight. You get a Star from me.


prognosis: Lead or Lag

 

[tickle]

Maui

Thanks. Any chance you can forward it through to my manager for me?

 

[loki3000]

The Manager and the Monk: A Discourse on Prayer, Profit, and Principles
eu.wiley.com/WileyCDA/WileyTitle/productCd-1118479416.html

 

[rotw]

Maui

This is much more than your 2 cents. You really made good points with great clarity.

Thanks

 

[moltenmetal]

Maui: your list is excellent, but forgets one important thing. You need to acknowledge, and communicate to the people you manage, what is in your scope of authority and what is not. And if your scope of responsibility extends significantly beyond your scope of authority, you need to find another situation FAST. Having responsibility for issues that you have no authority to do anything about is the definition of destructive stress, and is often misattributed as ineffective management by the people who report to the manager. There is a huge difference between knowing the right thing to do and having the power to make it happen.

Example: #7, rewarding competence and good behavior, and NOT rewarding incompetence or bad behavior, is a very important objective of a good manager- but if you don't determine compensation or make hire/fire decisions, your ability to do anything truly effective in this regard for your troops will be very limited.

 

[kozlok]

Reply to Moltenmetal:
Even if you don't hire/fire or set salary, you have tools to reward. I buy dinner and lunch for my folks out of my own bank account on occasion. I buy candy for my secretary. I make brownies for my team (I make them, not my wife). You can treat your team to a movie, you can buy them something small for their hobby. These things mean more than a bigger bonus "on the company" because they know it comes from me. I consider part of my larger manager's salary is for these things and I set it aside. The truth is that a raise won't motivate anyone, but something really personal will.

 

[moltenmetal]

kozlok: good strategy. People work harder for bosses who treat them like real human beings. But it's still best to be clear with people what you can control and what you cannot, or else you'll be blamed for it.

 

[Maui]

Pennpiper, Tickle, Rotaryw and everyone else: you are welcome. Tickle, if you provide his email address I would be happy to share it with your boss. I will make no promises regarding how this unsolicited advise will be received by him though.

Moltenmetal, thank you for your insight. Keep in mind that the list that I provided was not meant to be all encompassing. It is simply a summary of my thoughts on the subject. There are many things that could be added to it, and I included what I felt were the most important items. Feel free to add to it as you see fit.

At some point we are all held responsible for issues that are beyond the scope of our authority to correct. When you are faced with this situation it becomes a test of your character and ability to lead effectively. In this situation I would refer you back to item #6 - [italic]Remember that the problem is not the problem. The problem is how you deal with the problem.[/italic]

Maui

http://www.EngineeringMetallurgy.com

 

[Maui]

Kozlok, I agree. Acknowledging an employee's contribution sends the message that their work is appreciated. This can help to build and improve relationships.

Maui

http://www.EngineeringMetallurgy.com