Post on 27-Mar-2015
transcript
Transition to ManagementGOLD Track
Dr. John ReinertDirector, Program Management and R&D
Aeroflex, Colorado Springs1998 President IEEE-USA
Topics
Career options Suitability for management Preparing for management Making the change Consolidating and progressing
So You Want To Be A Manager – Why?
Management – is it the right path? What’s the motivation?
Money? Influence? Career Advancement?
Is it right for you? What do you like to do?
Solve technical problems? Do you like working individually or on teams?
Detail oriented or big picture? Why did you get into engineering?
Career Path Options
Management is one option – What are the others?
Individual Contributor – Directly applying your education solving technical problems
Contracting Engineer – using technical skills, but with greater flexibility and variety
Consulting – May be similar to contracting, but typically has “value added”, e.g. solving a problem not implementing a solution
Entrepreneur – Better add some business skills to your skill inventory.
Variation in People/Technology
Technical Level
Peo
ple
Invo
lvem
ent
Individual Contributor
CEO
Production Mgr
Finding The Right Mix
Technical Level
Peo
ple
Invo
lvem
ent
Individual Contributor
CEO
Production Mgr
Director of Engineering
Design Manager
Facilities ManagerLead Engineer
Applications Engineer
Project Manager
High
High
Low
Adding Additional Dimensions
Peo
ple
Invo
lvem
ent
Technology Involvement
Financial Involvement
Why Make a Change?
Make a career change (only) because it’s something you will enjoy more
(period)
Transition to Management
Technical issues are orderly There’s a technical goal You have math, logic, models, and tools to
help you create a design or product Physical laws and constants
People are messy No two are alike Although they come with labels that doesn’t
help in dealing with them Constants vary over time (?!)
Factors for Success In Management
High levels of ambition and motivation Desire to work with people Desire to direct work (vs. responding to
the direction of others) Desire to influence the bottom line Interest in psychology and human
behavior Desire to demonstrate leadership ability
From Williams: Transition to Management
Why Management?: Prerequisites
If you’re an engineer you probably weren’t trained for management. Technical undergraduate education
does not prepare you for management Most programs now have some amount
of team based work or projects What’s different from Engineering?
People problems vs. “Thing” problems
What is Management?
You spend more time on non-technical issues
You work more with people You’re responsible for other people’s work You have to motivate people You have to deal with managers more
often The expectations for your work change
Is The Timing Right?
Career progression is a mix of skill and experience
How long have you been a technical contributor?
Establish your technical credibility To manage technical people you have to have
their respect How broad is your experience?
Gain exposure to a number of different areas
“One” Path to Management
Baseline: A good engineer First step: Technical leadership
“lead engineer” Recognized technical capability
Second step: Team leadership or technical project lead
Move beyond a technical assignment to consideration of the project objectives and scope
“One” Path to Management
Third step: First level management Typically a small group of engineers working
on a related area of technical expertise Involves supervision, management reporting,
reviews (performance and salary) Combines technical work and supervision
Fourth step: The options open up! Multi-discipline Design Group Project Management General Management
Steps to the Transition – 1
Nothing Happens Until You Start Make a plan
Set an objective Identify the steps to get there Define a timetable
Select a mentor Someone who’s been there, done that Willing to share ideas
Steps to the Transition - 2
Get the skills – experience, training Experience in different areas Some companies offer supervisory
training Is an MBA right for you?
Begin acting like a manager Emulate what you want to be Be proactive – step forward Accept challenges/assignments
Management Training Resources
In house courses/training One day seminars/commercial IEEE-USA
Today’s Engineer, e-books Engineering Management Society Masters in Technology Management MBA Local IEEE activities – develop leadership
skills
Challenges For The New Manager
Relating to co-workers Balancing technical vs. managerial Balancing work life and home life Time management Delegation – real delegation Personnel and Performance reviews
Options Along the Way
P.E. – Professional Engineer Provides enhanced career options Consultant Independent Engineering
MBA Useful for a career in general management Adds financial management skills Adds non-mathematical problem solving skills
Summary
Look at the choices and alternatives Make a plan! Pay your dues (Get that experience) Get some training Continue your education – in management
and technical areas Remember you’re dealing now with people
and money, not passive and active components
References and Resources
What Every New Manager Needs to Know – Gus Gaynor
Developing Managerial Skills in Engineers and Scientists – Michael Badawy
On Career Transitions – Georgia Stelluto (IEEE-USA eBook) (Compilation of Articles)
Transition to Management – A Personal Perspective – Janet Williams, Sandia Labs
How do I get into Management – Barbara Reinhold – Monster.com article
Managing Humans – Michael Lopp