What should you focus on when starting an Engineering Management career?

Engineering manager is a broad term and has varied expectations across different companies. Key is to start with the clear understanding of the role and making sure that your team also has the same context. Post that, focus on understanding your team's goals and individual team member's career aspirations. Work on a plan to align team's delivery with distribution of work across team members. Always be empathetic to the team and have right processes in place to make sure you are available to unblock the team but strive towards making the team as independent as possible.

Understanding the role within the context of a program is essential. Each program presents unique management demands, so knowing what's expected helps a new Engineering Manager succeed. It helps them learn, set priorities, feel more confident, achieve early wins, and handle challenges better. This understanding guides them as they step into a manager's role, setting the stage for success as a leader.

The term Engineering management career is borad as per the Engineering organization and and as an Engineering manager we have to focus all the key result area as per defined by the organization for this.And main important factor 1. Effective communication skill with customer relationship skill 2.Build a impactful team 3.Co-ordination skill 4.Leadership skill with ownership of responses 5.Understand product and process

Some ways to get started -allow and guide each team member to define their roles and write down their Key Performance Indicators in line with Organizational objectives at the start of each Financial Year . -set up regular reviews of KPIs and plans to achieve broader objectives. -think outside the box.

La función principal de un mánager de ingeniería es la de ser un "facilitador" en un contexto de 360º. Suena complejo y ciertamente, lo es. Debes de ser capaz de construir equipos de cero, configurarlos y hacer que funcionen dando un alto rendimiento a tus clientes que te van a exigir que cumplas las entregas en plazos y en calidad. Para ello debes de ser un gran facilitador, alguien que genere confianza y que otorgue camino de recorrido para los integrantes del equipo de trabajo, ofreciendo formación y dando soporte y sugerencias acerca de hacía que lado ir. Proponiendo enfoques pero al mismo tiempo manteniendo una escucha activa y permitiendo que los colaboradores crezcan por sí solos. Tu máxima responsabilidad es tu equipo.

To build winning teams, you may consider incorporating the following; - reward good performance publicly and caution poor performance privately. -lead from the front -spend more time helping weaker members of your team. -encourage new ideas outside the box.

Building trust is a process and could not be done in one day. Come to your employees open-minded. Listen to their pains, ask what is challenging them and where they want to be in a few years. Show them you care and that will yield the best results possible for both of you.

You are going to manage human emotions and that often requires skills to handle properly. Communication skills: Develop effective communication skills by actively listening Emotional intelligence: Recognize your own emotions, empathize with team members, and deal sensitively with conflicts Time management: Prioritize tasks, delegate, and learn to say "no" when necessary Leadership skills: Provide clear direction, delegate effectively, motivate your team, and provide regular feedback Teamwork: Encourage collaboration and foster an open, supportive work environment Conflict resolution: Resolve conflicts calmly and find solutions beneficial to both parties Creativity and problem-solving: By engaging in brainstorming and other exercises

Some ways to get started - be accessible to people, don't close yourself up. - be a leader and not a boss. -be fair and firm - find time for sport and exercises to keep healthy. -be original, don't imitate other people.

This is a very important dimension as the role of Engineering Manager is very wide. While delegation is important....it is equally important to timely escalate critical issues. The concerned stake holders and sponsors need to be aware of the potential issues and its impact. This helps in timely decisions/ change in strategy at the critical stage of the project. If missed can cause an irrevocable damage for the project. Hence timely escalation is equally important.

This should be something you pick up as a senior engineer and carry over into you engineering management role. However, if this is your first time in a leadership role with authority to delegate, then you should understand your staff. This is an often-overlooked skill set for engineering managers. When becoming an engineering manager, take the time to get to know your current staff. This will help you be a better manager and delegate work to those with the right skillset to get the desired results. Remember, if your team is successful, then you are successful.

Some ways to get started -you may delegate authority but responsibility remains with you. -develop an agenda and objectives for every management meeting. -you may adjust your plans and strategies but keep your targets and deadlines. - be methodical, maintain a diary.

Absolutely, delegating is extremely important. And at the same time, promoting a culture of empowerment within your team generates innovation and skill development. Encouraging team members to take ownership of tasks enhances their confidence and contributes to a more collaborative and dynamic work environment.

Think about it as becoming a sports team coach. You might have been a player once, even a good one. But now you cannot go on the pitch and score yourself. You achieve things through your team playing at its best. Your job is in practice and the locker room. You set the direction, decide the formation, know what motivates each player, watch over their mood and performance, make sure they function as a team, give them feedback and coach them to play at their best. You don’t delegate so much but rather give opportunities. Delegation assumes it is your job in the first place and you pass it to someone else. As a manager your job is not to be a player anymore. It is the wellbeing and high performance of your team.

Some ways to get started -explore new ways and avoid routines. - establish mentorship networks and succession plans. - establish continuous improvement plans.

If you were a sports player and move to become a captain , you are already in that path.... The dynamics is the same ; Lead and Mentor. Some simple rules i follow ; be with your team at any point in time, from Building and delivering , from good and bad times , from early mornings to midnight oils , team outings to personal engagements, defending and shadowing the team when there are questions, give them to lead and learn , mentor and guide when needed.... Be honest when feedbacks are asked and given... Underlaying engineering is simple framework - which i have walked through in my medium blog ; management is purely individual style..