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

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Invo

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Individual Contributor

CEO

Production Mgr

Finding The Right Mix

Technical Level

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Individual Contributor

CEO

Production Mgr

Director of Engineering

Design Manager

Facilities ManagerLead Engineer

Applications Engineer

Project Manager

High

High

Low

Adding Additional Dimensions

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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