Presentation leadership & engineering mgmt.


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Engineers and other technical professionals many times find themselves promoted into management. A different set of skills is needed to thrive in this new role. Leadership is one of those skills.

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Presentation leadership & engineering mgmt.

  1. 1. Leadership in Engineering Management – Taking Your Career to the Next Level David Tennant, PE, PMP 1
  2. 2. Contents Why do I want to be in Engineering Management? How do I get there? What are the skills needed? What role does leadership play? 2
  3. 3. Is Management for You? How many want to move into a management role? How many are already in a management role? How many want to move into an executive management role? 3
  4. 4. Typical Technical Career Path Managerial Technical (Business focus) (Technology focus) At some point in your career, you will come to a fork in the road. 4
  5. 5. Is Management for You? Have you considered project management? PM Core competencies        Team Builder & Leader Presentation/Public Speaking People Skills (i.e. “Soft Skills”) Ability to Plan—Attention to Detail Budgeting & Scheduling Basic Technical Understanding Flexibility  Administration  Ability to Make Decisions  Understanding the PM Process  Negotiation skills  Project Leadership  Integrity  Critical thinking 5
  6. 6. Is Management for You? Role Comparison Project Manager • • • • • • • • • • • • Budgets Schedules Team building Client satisfaction Conflict resolution Stakeholder management Quality Politics Resources Coordination Problem solving Communication skills Sr. Executive • • • • • • • • • • • • • • Budgets Finance & Wall St. Milestones Team building Client satisfaction Conflict resolution Board management Politics Resources Marketing/sales Problem solving Strategy Visionary Communication skills 6
  7. 7. Is Management for You? Have you considered project management? Project Management is a good stepping stone to Senior Management! C-Level COO/CEO VP Supervisor Project Mgr. Manager Director Engineer 7
  8. 8. What Stakeholders Expect of the PM By management: Reach the objective on time, on budget, and within performance parameters. All this should be done with a minimum of friction. By your peers: Work with me to resolve conflict and do not spring surprises—keep me informed. Give me reasonable deadlines and plan as far in advance as possible. By your subordinates: Give us the freedom to do our job, but be available when we need help. 8
  9. 9. The True Meaning of Project Management Client Requirements Design & Engr. “will it work?” “When can I have it?” (Tech issues) Social & Community Mistrust “NIMBY” Procurement Regulations (Supplier Issues) (Financial, Environmental, etc.) Team Issues “conflict” Corporate Culture “Politics” Sr. Mgmt. On time & budget! Project Work -Communications -Risks - Planning - Quality, etc Public Relations “The Media” 9
  10. 10. Leadership Can you define “Leadership?” What does this mean to you? The best advice I ever received was to have a point of view about the future that focuses on the customer. - Alan Mulally CEO, Ford 10
  11. 11. Leadership A few insights: A Leader takes people where they would never go on their own” --Hans Finzel “Leadership is influence, period” -- John Maxwell “A leader is honest, competent, forward-looking and inspiring” -- James Kouzes “Great leadership consists of character, personal capabilities, focus on results, interpersonal skills, and leading organizational change” --John Zenger “Key elements of leadership include vision, character, commitment, leading change” –Dave Ulrich 11
  12. 12. Leadership Discussion Questions: 1. Are leaders made or born? 2. Can one improve his/her leadership abilities? 3. List 3 or 4 traits of leadership: 12
  13. 13. Pick up any book on leadership and you will find leadership traits such as: • • • • • • • • • • • Having high personal integrity Visionary Competent Focused on Results Having strong interpersonal skills A great communicator Able to motivate others Decisive A change agent Follow through on commitments Ability to influence others 13
  14. 14. Leader vs. Manager You want to be here Project Leader Project Manager • Set Direction • Inspire teamwork • Align employees • Motivate & support • Plan & budget • Organize work • Staff project • Control project Inspiration Administration Leadership is the ability to get things done through other people. Adapted from Vijay Verma, HR Skills for the Project Manager 14
  15. 15. How Do Leaders Go Wrong?          Abusive and arrogant Dictatorship in decision making Egocentric manner Poor interpersonal skills Absence of praise or affirmation Lack of delegation Poor communicator Oblivious to the corporate culture Poor listener 15
  16. 16. How Do Leaders Go Wrong? Some leaders fail because they are oblivious to the corporate culture (see previous list). Can you imagine an outsider coming in to run your company? Can you write down your company’s mission statement? It’s core values? Why is this important? Would an outsider understand this? Why do companies sometimes bring in outsiders to run a firm? 16
  17. 17. America’s Worst Business Leaders What went wrong? Top 20 The 20 Worst American CEOs of all time? CNBC assembled a panel of professors from top business schools to rank the records of CEOs, Those listed here most effectively destroyed value and innovation, while displaying the worst management skills throughout their tenure. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Dick Fuld – Lehman Bros Angelo Mozilo – Countrywide Ken Lay – Enron Jimmy Cayne – Bear Stearns Bernie Ebbers – Worldcom Al Dunlop – Sunbeam Fred Joseph – Drexel Jay Gould – (Railroads, 1890’s) John Patterson – NCR (1920,s) John Akers – IBM 17
  18. 18. America’s Worst Business Leaders Top 20 “worst” Continued…. Roger Smith GM 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Henry Frick – Carnegie Steel Bob Allen – AT&T Roger Smith – GM John Sculley – Apple (prior to S. Jobs) Martin Sullivan – AIG Gerald Levin – AOL-Time Warner Bob Nardelli – Home Depot Stan O’Neal – Merrill Lynch Carly Fiorina – HP Vikram Pandit – Citi ---$160-million payout to go away!! 18
  19. 19. Managing Teams The Five Dysfunctions of a Team 1. 2. 3. 4. 5. Absence of trust Fear of conflict Lack of commitment Avoidance of accountability Not focused on results From: The Five Dysfunctions of a Team by Patrick Lencioni 19
  20. 20. Comments on Conflict “Smooth seas do not make skillful sailors.” --African Proverb “Conflict lies at the core of innovation.” -- Emanuel R. Piore “Conflict avoiders do not make good project managers.” -- Jack Meredith 20
  21. 21. How Can I Become a Better Leader? 1. Develop/display high personal character 2. Develop new skills (take a course, attend a seminar). 3. Find a coach or mentor 4. Always follow through on commitments 5. Identify your strengths & weaknesses 21
  22. 22. How Can I Become a Better Leader? 6. Observe how leaders conduct themselves 7. Work to become better at negotiation and influencing others. 8. Avoid the “mistakes” that leaders make discussed earlier (arrogance, dictatorial, poor listener, etc.) 9. Learn from your mistakes. 22
  23. 23. Tips I Have Picked Up Along the Way Everyone has strengths and weaknesses Not everyone is a team player You can’t do it all yourself – learn to delegate Stay focused on the objectives Hold people accountable Never stop learning Leave the technical stuff behind 23
  24. 24. Leadership He who thinks he leads, but has no followers, is only out for a walk. - Author unknown 24
  25. 25. Thank You! 25
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