FROM ENGINEERING
TO MANAGEMENT
- A PROGESSIVE JOURNEY
What is Engineering
• the application of
science and mathematics
by which the properties
of matter and
the sources of energy in
nature are made useful
to people
• the design and
manufacture of complex
products
Personality of an Engineer
• Engineers are
comfortable with
technology and trained
in problem solving.
• They are seen as being
curious an and enjoy
discovering how things
work and solving
problems.
Personality of an Engineer
Those who stereotype Engineers generally see them as intelligent,
logical, introverted but with poor communication skills and dress
sense.
• They use logic to examine ideas and develop theories and
explanations.
• They like science.
• They are perfectionists who are always looking for better
ways of doing things.
• They like order and structure.
• They enjoy discussion, debate (and arguing), about their
topic.
• They often have a good sense of humour.
• They commonly want to help solve the world’s problems.
Personality of an Engineer
There are also an assortment of characteristics which
are less easy to like.
• They may be unimaginative outside their own field, (so-called
tunnel-vision).
• They may have poor social skills and be insensitive to the
feelings of others. Diplomacy does not come to them
naturally.
• They are uncomfortable with vagueness and ambiguity.
• They may focus on theories and be reluctant to consider
conflicting data.
• They can be impersonal and reserved and may take little
interest in other people.
• Sub-optimal communication skills
Engineers in Leadership Positions
Roberto C. Goizueta former chairman and
chief executive of CocaCola (Chemical Engineer)
Leonid Brezhnev leader of the former
Soviet Union,
(Metallurgical Engineer)
John F. Welch, Jr. chairman and CEO
of General Electric
in 1981
(Chemical Engineer)
Engineers in Leadership Positions
Jamaica
Peter Bunting
Douglas Orane Executive Chairman
GraceKennedy Limited
(Mechanical Engineer)
MP, co-founder and
former
Chairman of DB & G (now
Scotia DBG) (Mechanical
Engineer)
Richard K. Powell, President
& CEO Victoria Mutual Building
Society (Civil Engineer)
Engineers in Leadership Positions
Jamaica
Andrea Dempster– MD
Bookophilia (Civil Engineer)
Peter Melhado –
President & COO of ICD
Group (Mechanical
Engineer)
Vincent Lawrence–
former Executive
Chairman of the UDC
(Civil Engineer)
Engineer and Management
Senior Managers who have engineering
background tend to be more acknowledged for
their management skills than their engineering
background
Traditional Career Model
Comfort
(Superior – Subordinate)
Sr.
Mgt.
Great Stake in being
the “WISEST”
Middle
Management
Trade-off
between
1st Line Management
Staff Engineering
Competence
The Career “Pyramid”
Great Stake in being
the “BRIGHTEST”
Which Career Path Should I Follow?
The higher the technical
quotient of the entity the
more the importance of
straddling both
Technical
Is it possible to
do “Technical”
and
“Management
Other
Management
11
An Engineer - Challenges to Becoming
a Successful Manager
 Technical Competence
 Communications
 Business Skills
 Management Skills
Motivation
Performance Evaluation
 People (or Interpersonal) Skills – A Special
Challenge
12
Important Attributes of a Good Manager
 People should know what you stand for
 Honesty
(When mistakes are made, admit it!)
 Integrity
 Good People Management Skills
(be
prepared to deal with human resources issues)
 Reliability (when you say that you are going to
do something, DO IT!)
 Boss for everyone (“equity” across the board)
Important Attributes of a Good Manager
 Lead by example (don’t ask your staff to do
something that you wouldn’t do)
Strong Fortitude (Bad things can happen to good
people)
 Ability to divorce personal feeling from professional
obligations)
– Not only work with those you like (not everyone you work with
has to be your “bar” friend)
– Inspite of ones personal preference, need to professionally
deal with everyone
 Ability to create an environment where people go to work
to achieve something (not to prevent something, as often occurs in the
public sector)
Management Levels & Skills Mix
Administrative and
Conceptual
Skills
3rd Level
(Senior Managers)
2nd Level
(Middle Managers)
1st Level
(Supervisors)
Interpersonal
Skills
Technical
Skills
As organizations evolve to reflect their
business environment -- the skills mix is also
changing for the organization’s managers
15
Engineer to Manager - Filling the Gap
 You know you are ready to make the leap
from engineer to manager when you feel
like you are looking for something more
 you want to contribute on a larger scale.
 Important to develop the attributes of a
good manager (know what you stand for, honesty,
integrity, people skills, etc)
 Adopt the logical, structured thinking
(rather than anectodal) into approach to
management
Engineer to Manager - Filling the Gap
 Technical Training
 Establish solid base (formal & intensive
engineering preparation and practice
 Some 7 years of good engineering practice
 Formal Management Training
 On the Job Training
Engineer to Manager - Filling the Gap
• You have to look at the big picture when you become a
manager
– Look at the forest not the tree
– Don’t get over involved in detail
– Try to get your employees to understand & share the big picture
• Distance Yourself from Previous Responsibilities
– Do not meddle with work of those reporting to you
– Distance self from last position and (provide opportunity for those
practicing the engineering function to develop)
• Develop a New Perspective on Management
– See task as working with subordinates rather than subordinates
working for them
• Seek advice from other leaders that have transitioned from
engineer to manager.
Personal Experience
• Had early exposure to engineering
– Civil Engineer
– Worked with Ministry of Health and NWC
• Management Training
– MBA
– Management short courses
• Straddled the two disciplines
Personal Experience
• Management needs to look at the big picture
– The financial health of the enterprise is critical
– Recognize that technical solutions has human and
financial implications
– Addressing Human resource issues
– Bringing engineering discipline to commercial
activities
• Bilateral and Multi-lateral relations
– Require optimum mix
– Issues are more than technical
Personal Experience
• Dealing with and Managing the political
directorate
– MPs want water provided to particular
communities
– Management will be concerned about scheduling
and impact on budget – where best spent the last
dollar