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Five Ways Good Engineering Leads to Bad Mangement

Engineers can make great managers. They have highly-developed problem solving skills, and they have mastered knowledge needed to lead technology-based organizations. But the road from engineering to management can be surprisingly rocky. Management requires ways of behaving and thinking that can seem contrary to hard-learned engineering values. This can lead to teams of engineers, frustrated by managers who can’t manage, and newly-promoted managers who find themselves in positions of bewildering stress.

Engineers understand that management is different from engineering. New managers learn they need to set objectives, delegate, give feedback, handle finances, etc. The concepts are easy, make sense, and engineers can convincingly articulate them. But engineers frequently struggle with applying them. Why?

One reason is that engineers try to manage while still thinking like an engineer. They follow the checklist of good management practices, but they approach management with deeply-held engineering values. An engineer who wants to manage must not only learn new skills, but also learn to look at things from a new perspective.  Here are five areas where mindset can torpedo even the best engineer’s attempt to manage:

  1. Identity: What is My Job? An engineer is focused on product, tools, and technical expertise. A manager must focus on people – roles, relationships, organization.
  2.  Independence: How do I do my job? Engineers treasure independent thinking and personally coming up with the best idea or solution. A manager needs to treasure effective teamwork and success of the group.
  3. Aesthetics: What does excellence look like? Excellent engineering is elegant, flawless, uncompromising, and efficient. Excellent management often compromises, trading performance for affordability, efficiency for buy-in, perfection in the face of resource constraints.
  4. Influence: How do I work with others? Engineers seek unambiguous, data-driven interactions with others, to communicate and resolve issues. Managers engage in rich personal interactions to bridge barriers to communication, pool multiple perspectives, explore ambiguity, and achieve consensus.
  5. Learning: How do I develop as a professional? An engineer’s growth is driven by expanding explicit, technical knowledge in an area, so the engineer can operate there without making mistakes.  Managers become good managers by managing, making mistakes, and adding to their base of tacit knowledge.

It’s not that the engineering mindset is not useful to managers. An engineering background can give a manager a real advantage. And of course, like managers, engineers need to relate to people and learn from experience. However, an engineer stepping into management needs to know that his or her job involves not just new duties, but new ways of thinking. And these new ways of thinking are going to be especially hard to learn, because they can grate against engineering sensibilities. Engineers becoming managers need to honor their engineering instincts, but recognize their limitations and make sure they don’t get in the way.

6 Comments to Five Ways Good Engineering Leads to Bad Mangement:

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Bob Stone on Thursday, October 24, 2013 9:57 AM
Engineers can make great managers, when they identify and learn the leadership skills necessary to be effective leaders. Engineering skills and leadership skills are not the same. In as much as the organization's value proposition is likely grounded in delivering engineering expertise, the engineering mindset is to be highly valued. However, taking into consideration leadership development needs can not be over looked. High-potential engineers chosen to manage would benefit greatly from leadership coaching, mentoring, feedback, and challenging assignment. It is clear to me that any organization seeking extraordinary results needs to be focusing on identifying and developing its best engineers to become tomorrow's leaders.
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Tom Robertson on Friday, October 25, 2013 3:30 PM
Your comment makes me realize that the contrast between engineering and leading is mirrored in just about every organization. Every organization has its own version of "nuts and bolts" that need to be attended to, by people who are master "mechanics". These people who really know the business are needed as leaders, and they, like engineers, face challenging mindset changes.

bubble point calculator on Wednesday, December 25, 2013 11:10 PM
Great post! Thank for appreciate engineer’s highly-developed problem solving skills and their master knowledge...I am chemical engineer in water distillation plant your blog is really very help full to me….Thanks.
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riverfieldtalent on Thursday, April 13, 2017 12:01 AM
Your expertise developed into more senior roles with greater responsibility and accountability. You learned how to excel in a rapid growth environment and how to attract and retain top talent.
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Glen Fahs on Thursday, June 15, 2017 9:08 AM
Important perspective here. It might be helpful to add that of multiple intelligences. Quantitative and spatial are very different from emotional intelligence. Gallup's research on strengths has shown strengths such as Positivity and Empathy are part of one's wiring, but Emotional Intelligence can be developed and certain people practices that don't require advanced skill and rapport lead to bottom line results.
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messi on Friday, April 27, 2018 3:31 AM
nice post
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