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The Secret Engineer
Our anonymous blogger casts his (or her) eye over the day-to-day issues that face engineers in the office and on the shop floor, where she (or he) plies his (or her) trade
Do engineers make good managers?
I remember an occasion, some years ago, when we had to prepare for some important visitors. Everyone had been busy cleaning, painting and tidying up for weeks. The visit was now imminent and there was a final push to make sure everything would be perfect. The Manufacturing Director decided to visit the shop-floor. This was quite a rare event. He wandered about, wiping his finger over surfaces and looking for something amiss. Oddly, he was carrying an apple. After a while he spotted a labourer sweeping up. He marched over to him and said, “Well done, that looks very good.” He then presented him with the apple, turned on his heels and marched back to his office. The labourer was left dumbfounded with the apple, and the rest of us wondered what planet the Director was on.
On another occasion, more recently, a manager asked me to pick him up after he had left his car for a service. I told him I didn’t know where to go, so he instructed me to follow him. He then drove off at speed. I leapt into a pool car and did my best to keep up with him. Not only did he seem to have no consideration for the fact that I was trying to follow him, but through multiple round-abouts and junctions he never indicated once. This seemed to be a perfect metaphor for his management style. No indication of future direction and a lack of consideration for those he was leading.
Now I had a great deal of respect for both of those individuals as engineers, and at face value engineers should make good managers. Usually analytical, good at managing risk, innovative and excellent with figures, engineers possess many attributes required of a manager. So why do so many engineers, like my two examples, seem to struggle?
In my experience, successful managers are good with people. They are usually approachable and get the best out of individuals and teams by being good at listening, giving clear direction and praising good results. They need to be firm but fair and they need to make clear decisions in a timely manner.
Some of these attributes don’t seem to come naturally to engineers, but I think if an engineer can develop good communication skills and the ability to make timely decisions, rather than waiting for additional information, then they can make excellent managers.
Readers' comments (28)
Paul Matthews | 13 Apr 2012 12:10 pm
This seems to be backed up by some research that Google did. They gathered 10,000 observations to find out what made better bosses in their organisation.
They found the following eight attributes were the most important for a manager to be an outstanding manager. They were, in order of priority:
1. Be a good coach and have regular one to ones, presenting solutions tailored to your employees’ specific strengths.
2. Empower your team and don't micromanage.
3. Express interest in team members' success and personal well-being.
4. Don't be a sissy: be productive and results-oriented.
5. Be a good communicator and listen to your team.
6. Help your employees with career development.
7. Have a clear vision and strategy for the team.
8. Have key technical skills so you can help advise the team.
The people skills, the emotional intelligence skills, the ability to relate and build really strong, trusting relationships with people were MORE important than the technical skill of the manager.
If you want a resource to help with these 'soft' management skills, have a look at Alchemy for Managers. You can even get a free trial at http://www.peoplealchemy.co.uk
Cheers, Paul
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Anonymous | 13 Apr 2012 1:19 pm
I am so so tempted to post this article on our (software engineering) company's Intranet...we are managed by engineers (the mechanical and software variety), and communication is by far the biggest problem in the company. But I am almost certain that a slapping would ensue. Google says: Don't be a sissy! But our boss has serious (some well-founded) reservations about Google....
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Stewart Page | 13 Apr 2012 1:48 pm
Don't think that this is a particular problem for engineers. We have some good, some average and some awful managers who are all engineers (or scientists at the least) but in other organization that I have worked for you get the same spread with other professions.
Managing people is hard and, unlike a calculation, it is not very easy too see where you are doing wrong (and of course some don’t care). A lot is to do with personality some people are born to lead some aren’t, you can probably learn to be competent but I am not sure that you can learn to be a good manager if you don’t have some natural ability first.
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Anonymous | 13 Apr 2012 1:49 pm
Some of these are very true. I intend forwarding this article to some of our top bosses.
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Anonymous | 13 Apr 2012 5:13 pm
Watch the movie "Moneyball". It will show the difference between a good fact and evidence based manager and the usual useless one. The more poor manager that cannot measure performances the fairest possible way anyone can remove of office the better the company will run.
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Anonymous | 14 Apr 2012 8:19 am
It seems nobody is happy. I find it bad to be managed by non technical people because they are incapable of creating or understanding any strategy which is the primary responsibility. Making me feel warm inside and chatting and being firm but fair are all total side issues which just depend on someone's personality. Good work results from being able to fit people to the problem so you do need both skills and hence we aren't all fitted for managenent except that a lot of management aren't fitted either.
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Peter Lovering | 14 Apr 2012 2:01 pm
In my experience there are engineers who make good and bad managers, but at least they are conscious of the 'intangible' and 'grey' areas that exist in every organisation, whereas accountants see everything as 'black' or 'white', usually to the long term detriment of the organisation
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Peter McBrien | 16 Apr 2012 8:39 am
I recommend that everyone reads David Mackay's book Sustainable energy - without the hot air (free on the internet)
...then come back and comment, it may change some views out there.
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Peter Berry | 16 Apr 2012 1:56 pm
Hmmm. Aren't there two unspoken assumption here? 1. That 'managing' isn't a proper job in its own right - therefore with its own training, practical learning processes and qualifications - but rather something that people who do have proper jobs (as it may be 'engineers') will pick up as a matter of course with advancing years (like hair-loss)? No suggestion that an engineer wanting to move into management should look to add an MBA to her C. Eng as part of that process for example? and 2. That in so far as 'Management' is a proper job - its at a higher level than mere 'Engineer'.
Pete
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Jonathan Pinchbeck | 16 Apr 2012 5:32 pm
I can understand the disconnect between the role of management and engineer at times. Some aren't destined for both and yet may excel at one or the other.
My problem is when dealing with the former, as the mantra of cost efficiencies and bottom lines tend to supersede the well functioning of an established process or design.
The horror of business people making certain engineering decisions explains much of the disarray of the current state of affairs, both economic and environmental. The power of uninformed decision.
On the other hand I've worked with an industrial engineer as project management for R&D and is well equipped with the skill sets necessary to understand work requirements, expectations, manpower, projections and throughput. That and all of the extra operations management training they receive compared to other engineering disciplines (mine included) gives them an edge in this arena.
And they usually have a sufficiently strong technical grasp to understand the greater agenda as an engineer.
Personally I'm just a research scientist, nothing more... nothing less.
Perhaps with time, wisdom and training I could evolve in to a proficient CSO. Until then I'm a proud lab monkey.
Cheers ^_^
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Neil Lewin | 17 Apr 2012 10:53 am
I would say that your experiences are not uncommon. But why do we expect that engineers should be good managers?
A passion for providing solutions can be enough to inspire some engineers to start up their own business but this passion is often soon extinguished by the pain of having to cope with dealing with people and the issues that they bring to the task.
Their own drive and ability to understand problems quickly and resolve them is more of a hindrance when they dont perceive the same speed of response from their employees – 'how many times do I need to explain it to them' is a question they frequently ask themselves.
We are also our own worst enemy. How many of us simply nod in agreement or tell them exactly what they want to hear so we can get on with our day?
But I feel that management is a skill and as such can be learnt and the key is communication. This starts with knowing our own strengths and weaknesses, ensuring we know our teams in the same way and then managing the differences.
In my experience the difference between managers and really good managers is Leadership.
Leadership to me is a manager who takes the time to explain why, someone I can trust and who sets strong standards and who enables me to grow in my role.
There has been a great deal of research done on how strong leaders impact on their teams, driving down absence, improving output and securing key skills/people within an organisation – all very important in todays market.
There is a great white paper discussing this topic further and which also features a quick self assessment tool to check if you are a manager or a leader – drop that on your managers desk!!
http://www.festo-didactic.co.uk/gb-en/thought-leadership/white-papers/?fbid=Z2IuZW4uNTUwLjE3LjEwLjU2OTMuMzM0NQ
artcile is at the bottom of the page.
Hope you find it interesting.
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mark smith | 17 Apr 2012 1:21 pm
In my experience, it tends to be the not so good engineers that take on management rolls when they realize their engineering skills don't shine above their colleagues.
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CMG | 17 Apr 2012 1:22 pm
Only speaking from personal experiences the quality of a manager is not inherently based on the education & training they’ve quite often it’s due to their personal experiences & background that makes a manager good at being manager. A good engineer may or may not make a good manager but then not all managers are good managers.
Some managers are just not as good at some aspects of the job however they may be exceptional at other aspects of the job.
I have had a 22 year career in the engineering industry, some of the best managers I have had the good fortune to work under have been engineers.
The main point to my comment if that you cannot tar every manager with the same brush.
For example:
Would a manager from a supermarket be able to manage an engineering firm or would an engineer who has worked in the firm and knows the business inside out be better at the job???
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Anonymous | 17 Apr 2012 5:48 pm
Remember, without Engineers you usually have nothing to manage.
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Galathumpian | 17 Apr 2012 8:22 pm
Only engineers can make good managers in the manufacturing industries. Japanese companies are good examples of this.
Amateur, non-engineer managers are simply unable to understand and grasp what is important. I have observed this throughout the World; Japan in particular. I have worked with major successful Japanese companies who would never entertain anything else..
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Martyn Wilson | 18 Apr 2012 4:31 pm
I've worked with and for a range of businesses, and in my experience some engineers make good managers, some engineers make bad managers. But you could say the same about any other discipline - marketing, accountancy, HR, sales and so on.
Managers need training in management, and in particular need to be honest enough to get advice from specialists whose skill set and knowledge is different from, and greater than, their own. And that is something which some managers are very bad at.
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Anonymous | 20 Apr 2012 2:08 pm
This is a pointless question. There are so many variables and scenarios that it's impossible to conclude anything. It would be better to ascertain the personality traits that 'good' managers should have and then ask whether or not engineers 'generally' possess these.
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Anonymous | 20 Apr 2012 2:41 pm
I agree with Anonymous who says: 'This is a pointless question.' I don't think the engineering profession has a monopoly on bad managers. Try publishing!
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Anonymous | 21 Apr 2012 11:39 am
We need to look at it from the very basic,
Engineers ..while they are studying to become an engineer have to learn a lot of things ...the time is short and there is a lot to be done and discovered during the schooling period... it somewhat makes them a recluse ( not all) but majority would agree,the minds and brains are oriented towards finding solutions and answers..... and duing such a time people are just specimen of the same species....and they exists...where as rational thinking and learning the laws of the nature and putting it to use of the Entire mankind (not just immediate team or immediate comapany) becomes the driving force for them.
The people management aspects relates to more of managing their expectations their needs and their wants...and at the same time administering them as well... this calls for more long term engagement with friends, relatives,football team , college mates and all the people around ....But this DOES NOT necessarily say that a person who whiles his /her time with friends and buddies becomes a good people person.
Moreover when an engineer becomes a Manager he/she needs to balance between the delivery management and people management both aspects of the job and it is no surprise that he/she might put his/her head in technical aspect since that is what comes more naturally .... should 10 engineers makes a team then they too would be engrossed in finding solutions which has more Wider audience then the immediate team.... The people person on the other hand would not delve into technical aspect leading to disastorous outputs ...since they are busy pleasing a motley group of immediate higher bosses or sub-ordinates....
Hence one must understand that an Engineers job is not to please or take care of the immediate bosses or peers but have a Higher purpose which affects Millions. And look around there a thousands of examples where an engineer's exemplery work affects all...since from phones to computers to bridges and dams.... Had they been possible if a person would have focussed and pleased and listened to the team, bosses or subordinates... Think !!! and Chill before making one sided decision.
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Viswanathan | 24 Apr 2012 6:01 am
In my opinion, Engineers can become good managers provided they take pains to learn about certain management skills. Whether the field of Engineering or the field of Management managing people skill is the best trait one can possess to get things done.
In Indian Administartive service (IAS) many Engineers enter and as far as I know they are successful because of their analytical skills gained during their engineering studies and management training during their one year orientation program.
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Stewart Barker | 24 Apr 2012 1:38 pm
I suspect that a lot depends on the definition of "Good Manager" ?
Engineers by their nature are not strong on "empathy", if they were they would probably be HR managers or salesmen.
In Japan Engineers make good and successful managers due to the structure and discipline that is a major part of their society (you don't need empathy if everyone follows the rules).
For many years I struggled trying to keep everyone happy. Now my priorities, in order, as an Engineering Manager are Safety, Compliance, Profitability and lastly "Being Liked".
I've probably failed a lot in the "being liked" part but we've never hurt anyone as a result of a design failure and our business has grown year on year. I'm not sure if that makes me a good or bad manager!
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Ken R | 24 Apr 2012 2:46 pm
Not many engineers make good managers. The personality profile for many engineers is normally not ideal for management. The career path for an engineer in the UK often has a pay ceiling and the only way to obtain more remuneration is to move into management. At this point the engineer has to make a complete break from engineering as being a “Player Manger” is not a recipe for success. Too frequently this transition is undertaken without the “new manger” being given the tools and training to do the job. If we are to be successful in engineering business I think we need to train dedicated Engineers and dedicated Managers, with equitable pay scales at least up to current middle manager level. Again it comes down to the lowly status of engineering in the UK compared with many other countries. We need to stop the need for excellent engineers having to make the transition to mediocre management, purely for financial reasons.
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Anonymous | 25 Apr 2012 2:32 pm
I do not think that non Engineers can be effective at managing in an engineering environment. It is however possible to train an Engineer to manage effectively. There are of course people who are born to lead and these will always be the most effective (providing they have the technical knowledge to back this up). There is one large company that I frequently deal with (unfortunately) that is run by accountants, they are a complete shambles, despite having some very good technical people.
Personally I would put technical abiltiy and Managment abiltiy on the same level of importance.
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David | 26 Apr 2012 1:33 pm
An ideal manager should know and be able to discuss to a degree what is going on in an organization. Good management should not be by "book keepers",but by individuals in the specific field who also have organizational skills
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Alex Wolf | 27 Apr 2012 10:16 pm
I find the question simplistic, the way it is put.
Unless we believe that people who obtained engineering degrees or those who further worked as engineers, are somehow very different than other homo sapiens, wherein could lie the difference in their management predispositions?
And if we put the question: Is engineering know-how and /or talent enough to make an all- around manager, the answer is obvious. It is not. If it were enough, engineers could automatically claim management positions.
As an engineer, former project manager and nowadays a turnaround specialist, I suggest a good take-away from the question that was put would be: In what way is an engineering background helpful in a management position? and What does typically (repeat, typically) a pure engineering background lack in preparing one for a management postion?
Let me offer a hint. I am sure we will all agree that engineers are used to a highly disciplined thinking. Now, are other groups similarily conditioned? What then, if you have to manage such other groups?
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Pradeep Agarwala | 30 Apr 2012 2:00 pm
I firmly believe that if a qualified engineer is sent to a business school for a short stint of Managerial training then he would be one of the finest Managers because of the broad knowledge gained during engineering studies. Grasping power and Understanding increases tremendously during engineering education. I myself am a Graduate Engineer and Business Head of my Own Industry/Enterprise.
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Stuart | 1 May 2012 3:54 pm
'Least an engineer (software) would have got the link to the Croatian Hypercare correct!
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quinetic | 2 May 2012 12:55 pm
A hard question to ponder: Strengths in engineering are not well aligned to strengths in managing and leading people. Good Leaders are few and far between, I've been lucky to have worked for a few and have tried to be like them in managing others. The Google list is a good starting point, if you have 5/8 I'd say you are doing well. Spending time catching up with what your charges are doing and where you can help guide is the most important for me.
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