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COMP98 Lectures

Senior Project DesignSpring 2014

Promotion

2-11-14

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Comic for the Day

Think out of the box!

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Quote for the Day

“The best leader is one whose existence is barely known. Then,

when the work is done, the people can say, ‘We did it ourselves.’”  

— Lao Tzu

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Recall: Leadership Commitment Passion Vision Persistence Stubbornness Integrity People Confidence

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Leadership: General Colin Powell's Rules  It ain't as bad as you think. It will look better in the morning. Get mad, then get over it. Avoid having your ego so close to your position that when your

position falls, your ego goes with it. It can be done! Be careful what you choose. You may get it. Don't let adverse facts stand in the way of a good decision. You can't make someone else's choices. You shouldn't let someone

else make yours. Check small things. Share credit. Remain calm. Be kind. Have a vision. Be demanding. Don't take counsel of your fears or naysayers. Perpetual optimism is a force multiplier

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Leadership Styles Vision

Articulate an ideological vision congruent with the deeply-held values of followers, a vision that describes a better future to which the followers have an alleged moral right

Passion and self-sacrifice Display a passion for, and have a strong conviction of,

what they regard as the moral correctness of their vision; engage in outstanding or extraordinary behavior and make extraordinary self-sacrifices in the interest of their vision and mission

Confidence, determination, and persistence Display a high degree of faith in themselves and in the

attainment of the vision they articulate; have a very high degree of self-confidence and moral conviction because their mission usually challenges the status quo and, therefore, may offend those who have a stake in preserving the established order

Source: House, R., Podsakoff, P.M., Leadership Effectiveness: Past Perspectives and Future Direction Research, in Greenberg, J. Organizational Behavior: The State of the Science, Erlbaum, NJ, 1994.

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Leadership Styles Image-building

Self-conscious about their own image; recognize the desirability of followers perceiving them as competent, credible, and trustworthy

Role-modeling Followers identify with the values of role models whom

they perceived in positive terms External representation

Act as spokespersons for their respective organizations and symbolically represent those organizations to external constituencies

Source: House, R., Podsakoff, P.M., Leadership Effectiveness: Past Perspectives and Future Direction Research, in Greenberg, J. Organizational Behavior: The State of the Science, Erlbaum, NJ, 1994.

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Leadership Styles Expectations of and confidence in followers

Communicate expectations of high performance from their followers and strong confidence in their followers’ ability to meet such expectations

Selective motive-arousal Selectively arouse those motives of followers that they see

as of special relevance to the successful accomplishment of the vision and mission

Frame alignment To persuade followers to accept and implement change;

linkage of individual and leader such that some set of followers’ interests, values, and beliefs, as well as the leader’s activities, goals, and ideology, becomes congruent and complementary

Inspirational communication Often, but not always, communicate their message in an

inspirational manner using vivid stories, slogans, symbols, and ceremonies

Source: House, R., Podsakoff, P.M., Leadership Effectiveness: Past Perspectives and Future Direction Research, in Greenberg, J. Organizational Behavior: The State of the Science, Erlbaum, NJ, 1994.

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Management Maxims… Grow or die No one is smart enough to

be a dictator The only real power one has

is the power of persuasion The less you know about

something the simpler it seems

Important decisions require at least one night’s sleep

Decisions made without all the facts are guesses

The most important thing a manager does is pick the people

Lies are hard to remember

There is nothing more critical to true success than openness, honesty, and integrity

Those that don’t solicit and listen to advice are destined to be unsuccessful

What is given cannot be taken away

Meddling after responsibility is delegated and accepted provides a built-in excuse for failure

Unwritten agreements are soon forgotten

Cash flow is more important that profit

All contracts end

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Promotion

Part One

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Everyone has advice… The only people that are not

making mistakes are those that are not doing anything

Don’t bite off more than you can bite off

The most important and most difficult trait to identify is the ability to get things done

A manager with a full calendar every day isn’t delegating properly

A full day spent in meeting is 40% wasted

A pat on the back is the ultimate in cost effectiveness

A manager that takes credit for the work of the troops should be made a member of the troops

A manager unwilling to take risks is destined for mediocrity

People that feel comfortable in their jobs are more productive

The prepared bird gets the worm An unfilled position is better than

one filled by the wrong person The killer of the bearer of bad

news quickly joins the ranks of the uninformed

Business flourishes along lines of relationships

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• You will be taught an array of management skills: planning, organizing, influencing, leading, and controlling

• Managers spend 80% of their time communicating.

• You will spend 80% of your time speaking and 20% writing.

• You will learn to combine monetary use with give-something-back or what we call "spiritual profit."

Advertisement for a Management Seminar

• You will learn to be a better storyteller. Better leaders tell better stories.• Better managers generate enthusiasm.• Management is changing. You will learn the differences between pre-modern,

modern and postmodern management concepts and skills to conduct your green business.

• You will learn by doing in three phases of a spiritual profit campaign.• You will learn to work together with people who do not think, dress, act, speak, or

listen the same way as you do.• You will learn to manage in a diverse world.• You will become a better global citizen by getting into the real world to learn

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What is the Truth?What is the Truth?

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Transition to Management – Study Results (1) Key finding: “The transition to manager is not

limited to acquiring competencies and building relationships. Rather, it constitutes a profound transformation, as individuals learn to think, feel, and value as managers”

Source: Hill, Linda A., Becoming a Manager: Mastery of a New Identity, Harvard Business School Press; 2nd edition, 2003.

Think

FeelValue

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Transition to Management – Study Results (2) Building effective relationships with their subordinates was

unequivocally the most difficult task the new managers faced

The new managers’ expectations about being a manager were inaccurate

Inaccurate expectations contributed to the challenge of becoming a manager since the daily realities of the manager role caught them by surprise: The heavy workload Rather than being organized and calm, things were hectic: more like

firefighting The realization that they had to get things done through others and

thus were dependant on their subordinates To produce the results they were accountable for, they had to

develop and assist their subordinates as well as remove obstacles for their subordinates without taking over

As they assumed formal authority, they were often viewed as the enemy by their subordinates/former peers

Source: Hill, Linda A., Becoming a Manager: Mastery of a New Identity, Harvard Business School Press; 2nd edition, 2003.

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Transition to Management – Study Results (3) The new managers were promoted for technical

competence but were now in a role where managing people was the primary skill: The importance of understanding and motivating people The need for communication skills The challenge of dealing with subordinates who covered a

wide performance range from marginal to outstanding Learning to delegate was perhaps the most difficult

challenge the new managers faced in managing subordinates’ performance

The decision to move into management caused the participants some anxiety; they pondered the change and the significance it held in their careers

The new managers had to deal with a lot of stress and emotions.

Source: Hill, Linda A., Becoming a Manager: Mastery of a New Identity, Harvard Business School Press; 2nd edition, 2003.

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Origins of Engineering Latin – ingenium – a talent, natural capacity, or clever

invention Engineer and ingenious come from the same root Webster’s 3rd International Dictionary:

A calling requiring specialized knowledge and often long and intensive preparation including instruction in skills and methods as well as in the scientific, historical, or scholarly principles…

Engineer’s Council The profession in which knowledge of the

mathematical and natural sciences gained by study, experience, and practice is applied with judgment to develop ways to utilize, economically, the materials and forces of nature for the benefit of humankind

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What does it mean to be an Engineer?

Design things

Math and science

Professional Life long learning

Technology

Innovation

Projects

Specifications

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Why is it important?

Credibility Respect Logical mind Organize chaos Problem-solving Expertise Discipline Innovation and Design

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What is Management?

“The means by which the organization grows or dies”

“Ability to achieve effective

accomplishments from others toward a

common business objective”

“Organizing and coordinating a profitable effort through good

decision-making and people motivation”

“Getting things done through people”

“Being a respected and responsible

representative of the company to your

subordinates”

“The overall planning, evaluating, and

enforcement that delivers profit”

“Keeping customers happy”

“Delivering a quality product or service

that customers value” “Directing the actions of a group to

accomplish a desired objective”

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Classification of Management First-line

Directly supervises non-managers (individual contributors) Responsible for carrying out plans and objectives of higher management Make short-range operating plans Recently appointed to position

Middle Indirect managers – manage people through other managers Make intermediate plans to achieve long term goals set by higher level

management Establish departmental polices and evaluate performance of subordinate work units

and their managers Integrate and coordinate various functions or groups with different short term

objectives Top

Responsible for defining the character, vision, mission, and objectives of the enterprise

Define long range plans and objectives Evaluate the performance of departments and readiness for promotion of key

managers Establish criteria for success

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Skills vs. Management LevelFirst-line Middle Top

Technical Skills

Interpersonal Skills

Conceptual Skills

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A Manager’s Impact on the Organization

LeadershipDay-to-day

Communication61 %

Formal MediaMeetings/memos/Intranet

Communication32 %

InfrastructurePolices/procedures/rewards

Communication7 %

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Organization Power: Getting Results

Bases of power as: Coercive Reward-based Institutional Referent Expert Physical

attraction People respond positively to physical stature and good looks managers can

exert more influence over their coworkers with good grooming, posture,

speech and dress

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What do Managers Do? Interpersonal Roles

Figurehead Leader Liaison

Informational Roles Monitor Disseminator Spokesman

Decisional Roles Entrepreneurial Disturbance handler Resource allocator Negotiator

Source: Mintzberg, H., The Nature of Managerial Work, Harper-Collins, 1973.

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Interpersonal Roles Figurehead – ceremonial or symbolic head

of an organization; outwardly directed relationship

Leader – downward relationship of selecting, guiding, and motivating subordinates

Liaison – horizontal relationship with peers and people in the organization, built and nurtured for mutual assistance

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Informational Roles Monitor – collecting information about internal

operations and external events; reviews activities, read reports, attends professional conferences and trade shows to understand future trends (if a researcher performs this role, it is as a gatekeeper)

Disseminator – transmits information internally to subordinates, superiors, and peers to make sure all have the data to do their jobs

Spokesman – (normally by higher management) speaks for the organization to the press, public, or other external groups [Note: an internal version of this role might be an ombudsman or advocate – successful supervisors “grab it by the horns” to get resources or rewards for their subordinates]

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Decisional Roles Entrepreneurial – initiating change, assuming risk,

and transforming ideas and knowledge into useful product, services or other tangible assets

Disturbance handler – dealing with unforeseen problems or crises and resolving them

Resource allocator – distributing (precious) resources of money, labor, materials, and equipment to optimize the productivity of the organization

Negotiator – bargaining with suppliers or customers or subordinates or peers or superiors to obtain agreements favorable to the enterprise (or for at least the portion of it within the scope of responsibility)

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What is the Function of a Manager?

Planning – selects the missions and objectives and the actions to achieve them

Decision-making – choosing the future course of action from among several alternatives

Organizing – establishing the infrastructure and roles Leading – influencing people to strive willingly and

enthusiastically toward a particular goal Controlling – measurement and corrective action of

activities or processes of subordinates to ensure the desired intermediate milestones are reached and the desired final results are achieved

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What is Engineering Management? Distinguished from other types of managers due to

technical functions

Ability to apply engineering principles and organize and direct people and projects

Management of technical functions or broader functions in a high-technology enterprise

Source: Babcock, D.L., Morse, L.C., Managing Engineering and Technology, 3rd Ed., Prentice-Hall, 2002.

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Engineering Management -- MUSTS

Really understand the business (company and industry)

Understand the technology driving today’s business and the technology that will change the business

Treat research and development as an investment to be nurtured, rather than expense to be minimized

Dedicated to solving the customer’s problem Spend time on strategic thinking Regard innovation as the premier objective

Source: Babcock, D.L., Morse, L.C., Managing Engineering and Technology, 3rd Ed., Prentice-Hall, 2002.

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Spheres of Influence

Business Engineering

Management EngineeringManagement

• Marketing• Finance• Customer Service• Advertising• Sales

• Operations• Industrial• Plant

• Production• Project Management• Product Design &

Development• Research• Advance Technology

• Design• Research• Verification &

Validation• Manufacturing

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Management – The Black Vulture

Beware of the politics

Beware of the prize

Understand the sacrifice

Understand what you need to do

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Management – The White Dove

Inspiring others

Watching others achieve

The ultimate coach

Win-win

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Management – The Shades of Gray

It doesn’t come in two flavors…

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What are you looking for?

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Thought for the Day

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Promotion

Part Two

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What does my life look like? What do I want it to look like? How do I want my day-to-day life to be? How do I need to interact with other people? What sacrifices do I need/want to make for my career? Who will be affected by those sacrifices besides me? What perception do others have of me? What specifically would I like to learn during my life? How much money will I need? When will I need it by to do

the things I want to do? Are my career expectations realistic? Aligned with the

company? Are my career expectations achievable on my current path? Where would I like to be in 2 years, 10 years, 20 years?

Self Awareness & Evaluation

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Please rank the following in order of priority: Title Position Power Family Money Time Ego Hobbies Friends

Are they really you?

What are Your Priorities?

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Have You Thought About Your Career…Or Did You Just Take a Job? Did you look into the industry? Do you know it? Is Your Company Growing? Staying the same? Falling? What are your expectations! Are they being managed? If

so, by whom? Do you really know where your job might take you? What skills do you need in your job? What are your

strengths? Does your company provide a conducive environment for

career growth? How fast are individuals promoted? Do you know the ground rules?

What do they know that you don’t? How do you rise through the organization? How do you control your destiny?

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The best performers make the best managers WRONG!

Management requires different: Skill sets Performance measures Comfort zone Level of control Delegation Listening and probing

Ability to smile – all the time

The Common Fallacy

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Career stages Stage 1 – learning from others what they have

learned from experience Stage 2 – produce significant results

independently Stage 3 – assume some responsibility for

directing other people and projects Stage 4 – influence on organizational direction

Innovator, entrepreneur, leader, visionary, manager

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Where the employee wants to be Understanding what aspects need to be develop Defining the requirements of the job Planning to acquire the capabilities the job

requires Where the employee is now

Self-awareness – a sense of personal strengths and weaknesses

Areas most critical to future progress How the employee might progress

Perseverance and motivation to reduce the “gap” Opportunities within and without to reach the goal

The Management Coaching Model

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Career Choices

An engineer may: Remain loyal to the profession Changing career Vacillate about changing careers Transition to management Become a manager

For each choice: What are the options? What are the requirements? What is the level of comfort?

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Are You Management Material? Do you display superior technical competency? Are you able to demonstrate a proven track record

of organizational and management skills Are you able to demonstrate a proven track record

of leadership achieving results? Are you able to demonstrate superior

communications skills? Do you like visibility and exposure? Do you like loneliness? Are you mobile?

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Cognitive Analysis, synthesis, and evaluation of data sets

Maturity Understand one’s own emotions, values, handle upset, ambiguity, and loneliness

Development Knowledge of one’s limitations, accept criticism, accept new challenges, learn and grow

Influence Ability to persuade, convince individuals to act in your interests; prevent them from implementing agendas contrary to your own

Leadership Inspire others to overcome obstacles to achieve a shared goal

Integration Build effective team and incorporate all parts of the organization

Insight Understand the motivations of others and their behavior

Expertise Technical skills in one’s own discipline for respect in the profession

External Awareness and adaptation to changes in the external environment

Organizational Building the infrastructure to achieve the desired objectives

Decisiveness Ability to take action or facilitate the actions of others for the achievement of critical short and long-tem goals

Capabilities for Leadership

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Integrated Skills Matrix

Define the Different Skills Needed at Each Level

CC040045.09

First LineManagement

LeadingFrom

the Middle

StrategicLeadership

ExecutivePrograms

GlobalLeadershipPrograms

InternationalConsortium

Program

FunctionalExcellencePrograms

BusinessLeadership

OperationalLeadership

PeopleLeadership

PersonalLeadership

Adapted from Boeing Integrated Competency Model

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For example: Boeing Expectations of Leaders

Grow the BusinessCustomer SuccessFlawless ExecutionBusiness Knowledge

Develop Your TeamTeamwork & CollaborationVision & AlignmentLeading ChangeBuilding Talent

Develop YourselfIntegrityJudgment & PerspectiveContinuing LearningCommunication & InfluenceAdaptability

Adapted from Boeing Integrated Competency Model

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For example: Boeing Competency ModelBusiness Leadership Demonstrating Vision Shaping Strategy Aligning the Organization Thinking Globally Applying Financial Acumen

People Leadership Inspiring and Empowering Influencing and Negotiating Attracting & Developing Talent Fostering Teamwork &

Collaboration Building Relationships Fostering Effective

Communication

Operational Leadership Using Sound Judgment Driving Execution Driving Continuous Improvement Working Cross-Functionally

Personal Leadership Adapting Inspiring Trust Leading Courageously Driving for Stakeholder Success

Copyright © 2002 The Boeing Company - All Rights ReservedCC040045.08

Adapted from Boeing Integrated Competency Model

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Promotion Criteria (1) Able to influence Autonomy (freedom to act) Communications

Articulate in a variety of media and situations Customers Company Superiors Peers and subordinates

Demonstrated capability Depth and breath of experience

Varied assignments Different functional areas Business divisions / units Global / international Project leader Product development

Education Innovation

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Promotion Criteria (2) Interpersonal Impact

How often Impact if mistakes are made

Knowledge and expertise Liaison

Who and what level are contacts In group Outside of group In company Outside of company

Problem complexity Presentation Skills and abilities Type of experience Value to the company (contribution)

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Promotion Criteria (3) Leadership

Organize people Reach an objective Develop enthusiasm

for a cause Maintain discipline Deliver bad news Make it happen Develop people

Talent building skills Decision-making

Leadership Visionary Collaboration

Within group With other functions With other divisions External with partners External with

customers Leader of:

Individual contributors Project team Leaders

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What are the levels of management (at a Fortune 500 company)?

Chairman

CEO

Sr VP or GM

VP of R&D

Director R&D

Manager, R&DDesign

Manager, R&DSupport

Manager, R&DTest

Manager, R&DTechnology

• System engineering• Design• Models• Reliability• Human Factors

• Advance research• New technology• Intellectual Property • Acquisition• Academic liaison

• Test and Evaluation• Regulatory• Compliance• Design review• Laboratories

• Sustaining• Customer interface• Field Support• Manufacturing support

• Product groups• Technology groups

• Product labs• Technology labs

• Global• Partners

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The Entry Levels

Knowledge and autonomy are the key differentiators

Bachelor’s Degree – Knowledge of craft, some skills integration, limited project experience, some process

Master’s Degree – Deep knowledge of craft, skills integration, project experience, refined process

Ph.D. Degree – Expertise of craft, project / skills integration, process / investigation ability, autonomy

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The Definitions Leader – one who is in charge or in command

of others Manager, managerial, management –

handling of priorities, controls budgets and resources, directs the activities of a business

Technical – Special skill or practical knowledge especially in a technology, scientific, or business field

Project – an undertaking requiring complex task, concerted effort, and periodic reporting

Administrative – related tasks, activities, and projects associated with the performance of a specific function

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Individual Contributor (Entry)

Work is directed Projects are assigned Decisions are approved Typical assignments:

Component research Parts selection Interface design Module design

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Individual Contributor (Veteran)

Work is directed / autonomy dependent upon seniority

Projects are assigned Decisions are approved Typical assignments:

System engineering Product architecture Module architecture and design Mentoring / guidance / supervision of entry level

engineers

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Mentor / Supervisor Work is divided among:

Project Technical Managerial

No direct reports Coaching includes technical development and

project / process oversight Maybe intermediate step toward management May assign work / schedule time for technicians who

reports to same manager May work on several projects at the same time

providing oversight and expertise to project engineers

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Project Leader / Manager Work is divided among:

Project Technical Managerial

May or may not have direct reports Transition is occurring:

Less time with time More time with other managers Amount of technical work is deciding factor

At some point the technical work drops below 50 %

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Manager / Executive Project Managerial Administrative / budget Present / operational is focus of work May or may not have profit / loss

(P&L) responsibility Manages a group of people in a

particular function or with a specific product / technology specialty

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Executive Responsibilities:

P&L Product platform or product family or technology

family Product life cycle ownership – “Cradle to grave” Product and technology strategies / roadmaps

More internal focus than external focus, but is aware of external happenings and impacts

More project focus than business focus

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Senior Executive Administrative / budget Managerial Strategic / external Future / planning Has a business focus – typically global

responsibility Strong technology integration – acquisition

oriented to reduce cycle times Responsible for several product families or

related technologies for an industry segment

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Words of Warning Good engineers are not inherently good managers Challenge is to inspire difficult personalities

To work with you To work as a team

Beware of management responsibility over staff that are senior to you, peers, “wanna bees” and personal friends

Understand when to accept the transition to management Some should not do it at all Some do it too early in their career

Everyone will not be happy as a manager Everyone will not always be happy Balancing work responsibility with personal responsibilities

(family and personal time) is the key to success If family problems, company responsibilities will add unnecessary

stress and strain You can always get another job, but not another family

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Free Advice – What is it Worth? Find a mentor

Seek advice form someone who has been there successfully Read books on the subject to get a diversity of ideas and

suggestions Continue to Learn

Develop diversity and breadth of understanding in all aspects of your job, company, industry Engineering, marketing, accounting, contracts and purchasing, supply

chain, quality assurance, manufacturing and test Test the waters to gain experience

Volunteer for leadership jobs in clubs and organizations Very good on the job Excellent networking opportunities Build all different relationships Advertises your reputation

Volunteer for unique projects – that no one wants – at your company and deliver a successful result

Always make sure you get credit and broadcast the news

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Identify the reason that the task needs to be done Define the objectives Set the priority and urgency Identify and define decision-making scope and authority Define the problem to be solved Define what success looks like State when progress reports need to be submitted: To whom, when, how Explain how you will guide, monitor, and take corrective

action Identify resources: people, time, budget Define who is impacted State what happens after the work is completed Define the standards for quality

Delegation is the Key for Success

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Conquer the Fear Fact: You delegate, you lose control Guide, monitor, and correct – don’t tell

them how to do it Learn to trust by asking questions Ask for a plan Think of all the things you got away with…

they are not stupid…you need to watch…and keep them on track

Don’t be insulting…but manage as you would guide children

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How to get Promoted Manage expectations (customer, your management,

family and friends Pick the right people for your team

Probably the most important aspect of the job Learn how to read personalities and in an interview A position is better vacant than filled by the wrong person Remove deadwood

Learn to communicate effectively with a wide range of people Written, oral, briefings, presentations, impromptu

opportunities Earn respect; don’t expect it to be given to you There is no substitute for integrity

A reputation can be lost in seconds that has taken years to be built

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What is the Real Truth?What is the Real Truth?

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NAY

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It is Not About YOU

It is about what you have done It is about who you are It is about how people relate to you It is about how who you know It is about how people feel about you It is about how often you SMILE

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Don’t let your career stall before it gets off the ground Decide to feel differently about your job

Be empathetic, rather than linear Be clear on where you want to be

Visualize the path forward Do an outstanding job in your current position

Be passionate and do exceptionally well Market yourself within your company

Market yourself by marketing everyone else Redouble your efforts to develop relationships with

new people Meet with others to listen and learn about them; once

every two weeks is 26 new people per year

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Job Promotion is About Relationships

It is about getting it done through people

It is about knowing who you can depend upon to get it done for you

It is about knowing who to call to get the information

It is about knowing who to call to open the door

It is about knowing who you can trust

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Perform your work beyond reproach Form real relationships Lead by example, not dictation Ask questions and listen Take risks and make mistakes Pick people and take care of them Set goals and inspire Keep smilin’

In Summary

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Parting Quote

“Few have the primary imagination…the ability to give initial impulse, and the unselfishness to withdraw and let others take credit…This is of course

the great secret of getting things done in the world”  

— Harvey Cushing