Engineers Don't Want to be Promoted

Improving Technical Productivity

Why Engineers Don't Want
to be Promoted

By Gary Hinkle

Most engineers are unhappy with the "promotion" to manager, according to Michael Aucoin in his book From Engineer to Manager: Mastering the Transition.

"Much of this frustration is the result of lack of preparation and training," he writes. He also cites a survey conducted by the IEEE in which 70% of respondents said they were performing some supervisory work. Does that mean many engineers are frustrated in their management and supervisory roles?

Maybe.

How can you help engineering top talent want to move into leadership roles? And once they're there, how can you help them flourish? It starts by recognizing what the challenges are, and how your engineers view those challenges as well as your organization's willingness to make it a place where engineering managers can be effective.

Here's what makes engineering management such a challenging job:

An engineering manager needs soft skills. Too much emphasis is placed on technical ability as a primary job requirement. But without the ability to influence others, make decisions, manage many priorities, and communicate well, all the top-notch technical skills in the world aren't going be much help.

Senior management's expectations are unrealistic. It's unusual to find a perfect package--an engineering manager who has ideal technical, business and leadership skills all rolled into one. But it doesn't mean organizations don't expect to find this wonder-blend. Engineering managers have to be able to--and must be encouraged to--delegate. Their managers need to be supportive of delegating work to other qualified people. Expecting an experienced engineer to be the go-to person for the technical problems and a strong business manager and a visionary leader is unrealistic.

The engineering manager role lacks P/L responsibility. Without direct responsibility for profit and loss, engineering managers aren't viewed as strategic leaders. They often don't receive the same level of support, recognition, raises, and promotions their peers in Sales or Marketing enjoy.

What can you do about all this?

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One-on-one meetings are regular events in organizations where managers trust the people who work for them and, as a result, people often trust the managers they work for. What do one-on-ones and trust have to do with each other? It's easy to make terrible assumptions about another person's motivations and actions if you never see that person. Spending time face-to-face grows relationships between manager and team members. Yet many employees say their managers "don't have time" for them, that they rarely spend time with them alone.

One-on-one meetings not only build trust but also get work done faster. Identifying roadblocks, setting plans together, talking through expectations (so no surprises and therefore no time-wasting fall-out), and just sharing an occasional triumph are all elements of forward momentum. And that's the direction we're going, isn't it?

Don't skip the one-on-ones. And remember: anyone can set them up. If your manager isn't arranging one-on-ones with you, then you do it.

Unpredictable Times Continue?

The economy seems to be nudging upwards slightly, at least according to some informed watchers of it. But we're not out of the woods yet. What will help companies navigate this difficult terrain? Good ideas, a competitive spirit, a collaborative and innovative mindset, visionary leadership, careful financial management, and a resilient workforce.

Yes, it's a tall order. We'd like to help.

"Relevant." "Practical." "Immediately useful." That's what our clients tell us we bring to the classroom and the conference room. Our instructors and consultants are experienced engineering managers who study today's thought leaders and bring proven, fresh ideas and material to your organization--techniques, concepts and ideas you and your team can put to use right now.

If that's the sort of practical assistance you're looking for, you've come to the right place. Take a look at the classes we offer listed here, visit our website (www.Auxilium-Inc.com) or call us today. We look forward to talking with you soon.

Sincerely,

Gary C. Hinkle

President and CEO

Auxilium, Inc.

503-293-3557