Promotion (continued). Guest Speaker

Download Report

Transcript Promotion (continued). Guest Speaker

COMP98 Lectures

Senior Project Design Spring 2014 Promotion 2-11-14 1

Comic for the Day

Think out of the box!

Quote for the Day

“The best leader is one whose existence is barely known. Then, when the work is done, the people can say, ‘We did it ourselves.’”

— Lao Tzu 3

Recall: Leadership

        Commitment Passion Vision Persistence Stubbornness Integrity People Confidence 4

            

Leadership: General Colin Powell's Rules

It ain't as bad as you think. It will look better in the morning. Get mad, then get over it. Avoid having your ego so close to your position that when your position falls, your ego goes with it. It can be done! Be careful what you choose. You may get it. Don't let adverse facts stand in the way of a good decision. You can't make someone else's choices. You shouldn't let someone else make yours. Check small things. Share credit. Remain calm. Be kind. Have a vision. Be demanding. Don't take counsel of your fears or naysayers. Perpetual optimism is a force multiplier 5

Leadership Styles

   

Vision

Articulate an ideological vision congruent with the deeply held values of followers, a vision that describes a better future to which the followers have an alleged moral right 

Passion and self-sacrifice

Display a passion for, and have a strong conviction of, what they regard as the moral correctness of their vision; engage in outstanding or extraordinary behavior and make extraordinary self-sacrifices in the interest of their vision and mission 

Confidence, determination, and persistence

Display a high degree of faith in themselves and in the attainment of the vision they articulate; have a very high degree of self-confidence and moral conviction because their mission usually challenges the status quo and, therefore, may offend those who have a stake in preserving the established order Source: House, R., Podsakoff, P.M., Leadership Effectiveness: Past Perspectives and Future Direction Research, in Greenberg, J. Organizational Behavior: The State of the Science, Erlbaum, NJ, 1994.

Leadership Styles

    Self-conscious about their own image; recognize the desirability of followers perceiving them as competent, credible, and trustworthy

Role-modeling

 Followers identify with the values of role models whom they perceived in positive terms

External representation



Image-building

Act as spokespersons for their respective organizations and symbolically represent those organizations to external constituencies Source: House, R., Podsakoff, P.M., Leadership Effectiveness: Past Perspectives and Future Direction Research, in Greenberg, J. Organizational Behavior: The State of the Science, Erlbaum, NJ, 1994.

Leadership Styles

    

Expectations of and confidence in followers

Communicate expectations of high performance from their followers and strong confidence in their followers’ ability to meet such expectations 

Selective motive-arousal

Selectively arouse those motives of followers that they see as of special relevance to the successful accomplishment of the vision and mission 

Frame alignment

To persuade followers to accept and implement change; linkage of individual and leader such that some set of followers’ interests, values, and beliefs, as well as the leader’s activities, goals, and ideology, becomes congruent and complementary

Inspirational communication

 Often, but not always, communicate their message in an inspirational manner using vivid stories, slogans, symbols, and ceremonies Source: House, R., Podsakoff, P.M., Leadership Effectiveness: Past Perspectives and Future Direction Research, in Greenberg, J. Organizational Behavior: The State of the Science, Erlbaum, NJ, 1994.

Management Maxims…

        Grow or die No one is smart enough to be a dictator The only real power one has is the power of persuasion The less you know about something the simpler it seems Important decisions require at least one night’s sleep Decisions made without all the facts are guesses The most important thing a manager does is pick the people Lies are hard to remember        There is nothing more critical to true success than openness, honesty, and integrity Those that don’t solicit and listen to advice are destined to be unsuccessful What is given cannot be taken away Meddling after responsibility is delegated and accepted provides a built-in excuse for failure Unwritten agreements are soon forgotten Cash flow is more important that profit All contracts end 9

Promotion Part One

       

Everyone has advice…

The only people that are not making mistakes are those that are not doing anything Don’t bite off more than you can bite off The most important and most difficult trait to identify is the ability to get things done A manager with a full calendar every day isn’t delegating properly A full day spent in meeting is 40% wasted A pat on the back is the ultimate in cost effectiveness A manager that takes credit for the work of the troops should be made a member of the troops A manager unwilling to take risks is destined for mediocrity      People that feel comfortable in their jobs are more productive The prepared bird gets the worm An unfilled position is better than one filled by the wrong person The killer of the bearer of bad news quickly joins the ranks of the uninformed Business flourishes along lines of relationships 11

Advertisement for a Management Seminar

• You will be taught an array of management skills: planning, organizing, influencing, leading, and controlling • Managers spend 80% of their time communicating.

• You will spend 80% of your time speaking and 20% writing.

• You will learn to combine monetary use with give something-back or what we call "spiritual profit." • You will learn to be a better storyteller. Better leaders tell better stories.

• Better managers generate enthusiasm.

• Management is changing. You will learn the differences between pre-modern, modern and postmodern management concepts and skills to conduct your green business.

• You will learn by doing in three phases of a spiritual profit campaign.

• You will learn to work together with people who do not think, dress, act, speak, or listen the same way as you do.

•You will learn to manage in a diverse world.

•You will become a better global citizen by getting into the real world to learn 12

What is the Truth?

Transition to Management – Study Results (1)

 Key finding: “The transition to manager is not limited to acquiring competencies and building relationships. Rather, it constitutes a profound transformation, as individuals learn to think, feel, and value as managers”

Think Value

Feel Source: Hill, Linda A., Becoming a Manager: Mastery of a New Identity, Harvard Business School Press; 2nd edition, 2003. 14

Transition to Management – Study Results (2)

   Building effective relationships with their subordinates was unequivocally the most difficult task the new managers faced The new managers’ expectations about being a manager were inaccurate Inaccurate expectations contributed to the challenge of becoming a manager since the daily realities of the manager role caught them by surprise:  The heavy workload     Rather than being organized and calm, things were hectic: more like firefighting The realization that they had to get things done through others and thus were dependant on their subordinates To produce the results they were accountable for, they had to develop and assist their subordinates as well as remove obstacles for their subordinates without taking over As they assumed formal authority, they were often viewed as the enemy by their subordinates/former peers Source: Hill, Linda A., Becoming a Manager: Mastery of a New Identity, Harvard Business School Press; 2nd edition, 2003. 15

Transition to Management – Study Results (3)

   The new managers were promoted for technical competence but were now in a role where managing people was the primary skill:  The importance of understanding and motivating people    The need for communication skills The challenge of dealing with subordinates who covered a wide performance range from marginal to outstanding Learning to delegate was perhaps the most difficult challenge the new managers faced in managing subordinates’ performance The decision to move into management caused the participants some anxiety; they pondered the change and the significance it held in their careers The new managers had to deal with a lot of stress and emotions .

Source: Hill, Linda A., Becoming a Manager: Mastery of a New Identity, Harvard Business School Press; 2nd edition, 2003. 16

Origins of Engineering

    Latin – ingenium – a talent, natural capacity, or clever invention Engineer and ingenious come from the same root Webster’s 3 rd  International Dictionary: A calling requiring specialized knowledge and often long and intensive preparation including instruction in skills and methods as well as in the scientific, historical, or scholarly principles… Engineer’s Council  The profession in which knowledge of the mathematical and natural sciences gained by study, experience, and practice is applied with judgment to develop ways to utilize, economically, the materials and forces of nature for the benefit of humankind 17

What does it mean to be an Engineer?

Design things Math and science Professional Life long learning Innovation Technology Projects Specifications 18

Why is it important?

        Credibility Respect Logical mind Organize chaos Problem-solving Expertise Discipline Innovation and Design 19

What is Management?

“Being a respected and responsible representative of the company to your subordinates” “Getting things done through people” “The means by which the organization grows or dies” “Ability to achieve effective accomplishments from others toward a common business objective” “Delivering a quality product or service that customers value” “The overall planning, evaluating, and enforcement that delivers profit” “Keeping customers happy” “Organizing and coordinating a profitable effort through good decision-making and people motivation” “Directing the actions of a group to accomplish a desired objective” 20

  

Classification of Management

First-line  Directly supervises non-managers (individual contributors)   Responsible for carrying out plans and objectives of higher management Make short-range operating plans Recently appointed to position  Middle  Indirect managers – manage people through other managers    Make intermediate plans to achieve long term goals set by higher level management Establish departmental polices and evaluate performance of subordinate work units and their managers Integrate and coordinate various functions or groups with different short term objectives Top     Responsible for defining the character, vision, mission, and objectives of the enterprise Define long range plans and objectives Evaluate the performance of departments and readiness for promotion of key managers Establish criteria for success 21

Skills vs. Management Level

First-line Middle Top

Technical Skills Interpersonal Skills Conceptual Skills

A Manager’s Impact on the Organization

Infrastructure Polices/procedures/rewards Communication 7 % Leadership Day-to-day Communication 61 % Formal Media Meetings/memos/Intranet Communication 32 % 23

Organization Power: Getting Results

 Bases of power as:      

Coercive Reward based Institutional Referent Expert Physical attraction

People respond positively to physical stature and good looks



managers can exert more influence over their coworkers with good grooming, posture, speech and dress

What do Managers Do?



Interpersonal Roles

  Figurehead Leader Liaison  

Informational Roles

  Monitor Disseminator Spokesman  

Decisional Roles

    Entrepreneurial Disturbance handler Resource allocator Negotiator Source: Mintzberg, H., The Nature of Managerial Work, Harper-Collins, 1973.

Interpersonal Roles

  

Figurehead

of an organization; outwardly directed relationship – ceremonial or symbolic head

Leader

– downward relationship of selecting, guiding, and motivating subordinates

Liaison

– horizontal relationship with peers and people in the organization, built and nurtured for mutual assistance 26

Informational Roles

  

Monitor

– collecting information about internal operations and external events; reviews activities, read reports, attends professional conferences and trade shows to understand future trends (if a researcher performs this role, it is as a gatekeeper)

Disseminator

– transmits information internally to subordinates, superiors, and peers to make sure all have the data to do their jobs

Spokesman

– (normally by higher management) speaks for the organization to the press, public, or other external groups [Note: an internal version of this role might be an ombudsman or advocate – successful supervisors “grab it by the horns” to get resources or rewards for their subordinates] 27

Decisional Roles

   

Entrepreneurial

– initiating change, assuming risk, and transforming ideas and knowledge into useful product, services or other tangible assets

Disturbance handler

– dealing with unforeseen problems or crises and resolving them

Resource allocator

– distributing (precious) resources of money, labor, materials, and equipment to optimize the productivity of the organization

Negotiator

– bargaining with suppliers or customers or subordinates or peers or superiors to obtain agreements favorable to the enterprise (or for at least the portion of it within the scope of responsibility) 28

What is the Function of a Manager?

    

Planning

– selects the missions and objectives and the actions to achieve them

Decision-making

– choosing the future course of action from among several alternatives

Organizing

– establishing the infrastructure and roles

Leading

– influencing people to strive willingly and enthusiastically toward a particular goal

Controlling

– measurement and corrective action of activities or processes of subordinates to ensure the desired intermediate milestones are reached and the desired final results are achieved 29

What is Engineering Management?



Distinguished

from other types of managers

technical functions due to

 Ability to

apply engineering principles

and organize and

direct people and projects



Management of technical functions

broader functions in a high-technology or

enterprise

Source: Babcock, D.L., Morse, L.C., Managing Engineering and Technology, 3 rd Ed., Prentice-Hall, 2002.

Engineering Management -- MUSTS

      Really

understand the business

industry) Understand

business the technology driving today’s

and

the technology that will change the business

Treat (company and

research and development as an investmen

t to be nurtured, rather than expense to be minimized Dedicated to

solving the customer’s problem

Spend time on Regard

strategic thinking innovation

as the premier objective Source: Babcock, D.L., Morse, L.C., Managing Engineering and Technology, 3 rd Ed., Prentice-Hall, 2002.

Spheres of Influence

Management •Operations •Industrial •Plant •Marketing •Finance •Customer Service •Advertising •Sales Engineering Management •Production •Project Management •Product Design & Development •Research •Advance Technology •Design •Research •Verification & Validation •Manufacturing Business Engineering 32

Management – The Black Vulture

    Beware of the politics Beware of the prize Understand the sacrifice Understand what you need to do 33

Management – The White Dove

    Inspiring others Watching others achieve The ultimate coach Win-win 34

Management – The Shades of Gray

 It doesn’t come in two flavors… 35

What are you looking for?

Thought for the Day

Promotion Part Two

Self Awareness & Evaluation

           What does my life look like? What do I want it to look like?

How do I want my day-to-day life to be?

How do I need to interact with other people?

What sacrifices do I need/want to make for my career? Who will be affected by those sacrifices besides me?

What perception do others have of me?

What specifically would I like to learn during my life? How much money will I need? When will I need it by to do the things I want to do? Are my career expectations realistic? Aligned with the company?

Are my career expectations achievable on my current path?

Where would I like to be in 2 years, 10 years, 20 years?

What are Your Priorities?

  Please rank the following in order of priority:          Title Position Power Family Money Time Ego Hobbies Friends Are they really you?

Have You Thought About Your Career…Or Did You Just Take a Job?

         Did you look into the industry? Do you know it?

Is Your Company Growing? Staying the same? Falling?

What are your expectations! Are they being managed? If so, by whom?

Do you really know where your job might take you?

What skills do you need in your job? What are your strengths?

Does your company provide a conducive environment for career growth? How fast are individuals promoted? Do you know the ground rules?

What do they know that you don’t?

How do you rise through the organization? How do you control your destiny?

The Common Fallacy

 

The best performers make the best managers WRONG!

Management requires different:  Skill sets      Performance measures Comfort zone Level of control Delegation Listening and probing  Ability to smile – all the time 42

Career stages

 Stage 1 – learning from others what they have learned from experience  Stage 2 – produce significant results independently  Stage 3 – assume some responsibility for directing other people and projects  Stage 4 – influence on organizational direction  Innovator, entrepreneur, leader, visionary, manager 43

The Management Coaching Model

   Where the employee wants to be    Understanding what aspects need to be develop Defining the requirements of the job Planning to acquire the capabilities the job requires Where the employee is now   Self-awareness – a sense of personal strengths and weaknesses Areas most critical to future progress How the employee might progress   Perseverance and motivation to reduce the “gap” Opportunities within and without to reach the goal 44

Career Choices

  An engineer may:      Remain loyal to the profession Changing career Vacillate about changing careers Transition to management Become a manager For each choice:    What are the options?

What are the requirements?

What is the level of comfort?

Are You Management Material?

       Do you display superior technical competency?

Are you able to demonstrate a proven track record of organizational and management skills Are you able to demonstrate a proven track record of leadership achieving results?

Are you able to demonstrate superior communications skills?

Do you like visibility and exposure?

Do you like loneliness?

Are you mobile?

Capabilities for Leadership

Cognitive Maturity Development Influence Leadership Integration Insight Expertise External Organizational Decisiveness

Analysis, synthesis, and evaluation of data sets Understand one’s own emotions, values, handle upset, ambiguity, and loneliness Knowledge of one’s limitations, accept criticism, accept new challenges, learn and grow Ability to persuade, convince individuals to act in your interests; prevent them from implementing agendas contrary to your own Inspire others to overcome obstacles to achieve a shared goal Build effective team and incorporate all parts of the organization Understand the motivations of others and their behavior Technical skills in one’s own discipline for respect in the profession Awareness and adaptation to changes in the external environment Building the infrastructure to achieve the desired objectives Ability to take action or facilitate the actions of others for the achievement of critical short and long-tem goals 47

Integrated Skills Matrix

Functional Excellence Programs First Line Management Leading From the Middle Strategic Leadership Executive Programs Global Leadership Programs International Consortium Program Business Leadership Operational Leadership People Leadership Personal Leadership Define the Different Skills Needed at Each Level

Adapted from Boeing Integrated Competency Model 48 CC040045.09

For example: Boeing Expectations of Leaders

Develop Yourself Integrity Judgment & Perspective Continuing Learning Develop Your Team Teamwork & Collaboration Vision & Alignment Leading Change Communication & Influence Adaptability Building Talent Grow the Business Customer Success Flawless Execution Business Knowledge

Adapted from Boeing Integrated Competency Model 49

For example: Boeing Competency Model

Business Leadership

 Demonstrating Vision    Shaping Strategy Aligning the Organization Thinking Globally  Applying Financial Acumen

People Leadership

 Inspiring and Empowering    Influencing and Negotiating Attracting & Developing Talent Fostering Teamwork & Collaboration  Building Relationships  Fostering Effective Communication Adapted from Boeing Integrated Competency Model

Operational Leadership

 Using Sound Judgment    Driving Execution Driving Continuous Improvement Working Cross-Functionally

Personal Leadership

    Adapting Inspiring Trust Leading Courageously Driving for Stakeholder Success 50 CC040045.08

Promotion Criteria (1)

       Able to influence Autonomy (freedom to act) Communications  Articulate in a variety of media and situations  Customers    Company Superiors Peers and subordinates Demonstrated capability Depth and breath of experience  Varied assignments  Different functional areas     Business divisions / units Global / international Project leader Product development Education Innovation 51

Promotion Criteria (2)

         Interpersonal Impact  How often  Impact if mistakes are made Knowledge and expertise Liaison  Who and what level are contacts  In group   Outside of group In company Outside of company  Problem complexity Presentation Skills and abilities Type of experience Value to the company (contribution) 52



Promotion Criteria (3)

Leadership     Organize people Reach an objective Develop enthusiasm for a cause Maintain discipline     Deliver bad news Make it happen Develop people  Talent building skills Decision-making  Leadership   Visionary Collaboration      Within group With other functions With other divisions External with partners External with customers  Leader of:    Individual contributors Project team Leaders 53

What are the levels of management (at a Fortune 500 company)?

Chairman CEO Sr VP or GM VP of R&D • Global • Partners • Product labs • Technology labs Director R&D • Product groups • Technology groups Manager, R&D Design • System engineering • Design • Models • Reliability • Human Factors Manager, R&D Technology • Advance research • New technology • Intellectual Property • Acquisition • Academic liaison Manager, R&D Test • Test and Evaluation • Regulatory • Compliance • Design review • Laboratories Manager, R&D Support • Sustaining • Customer interface • Field Support • Manufacturing support 54

The Entry Levels

 Knowledge and autonomy are the key differentiators

Ph.D. Degree – Expertise of craft, project / skills integration, process / investigation ability, autonomy Master’s Degree – Deep knowledge of craft, skills integration, project experience, refined process Bachelor’s Degree – Knowledge of craft, some skills integration, limited project experience, some process

    

The Definitions

Leader – one who is in charge or in command of others Manager, managerial, management – handling of priorities, controls budgets and resources, directs the activities of a business Technical – Special skill or practical knowledge especially in a technology, scientific, or business field Project – an undertaking requiring complex task, concerted effort, and periodic reporting Administrative – related tasks, activities, and projects associated with the performance of a specific function 56

Individual Contributor (Entry)

    Work is directed Projects are assigned Decisions are approved Typical assignments:     Component research Parts selection Interface design Module design 57

Individual Contributor (Veteran)

    Work is directed / autonomy dependent upon seniority Projects are assigned Decisions are approved Typical assignments:     System engineering Product architecture Module architecture and design Mentoring / guidance / supervision of entry level engineers 58

Mentor / Supervisor

      Work is divided among:    Project Technical Managerial No direct reports Coaching includes technical development and project / process oversight Maybe intermediate step toward management May assign work / schedule time for technicians who reports to same manager May work on several projects at the same time providing oversight and expertise to project engineers 59

Project Leader / Manager

   Work is divided among:    Project Technical Managerial May or may not have direct reports Transition is occurring:    Less time with time More time with other managers Amount of technical work is deciding factor  At some point the technical work drops below 50 % 60

Manager / Executive

      Project Managerial Administrative / budget Present / operational is focus of work May or may not have profit / loss (P&L) responsibility Manages a group of people in a particular function or with a specific product / technology specialty 61

Executive

   Responsibilities:     P&L Product platform or product family or technology family Product life cycle ownership – “Cradle to grave” Product and technology strategies / roadmaps More internal focus than external focus, but is aware of external happenings and impacts More project focus than business focus 62

Senior Executive

       Administrative / budget Managerial Strategic / external Future / planning Has a business focus – typically global responsibility Strong technology integration – acquisition oriented to reduce cycle times Responsible for several product families or related technologies for an industry segment 63

Words of Warning

       Good engineers are not inherently good managers Challenge is to inspire difficult personalities  To work with you  To work as a team Beware of management responsibility over staff that are senior to you, peers, “wanna bees” and personal friends Understand when to accept the transition to management  Some should not do it at all  Some do it too early in their career Everyone will not be happy as a manager Everyone will not always be happy Balancing work responsibility with personal responsibilities (family and personal time) is the key to success  If family problems, company responsibilities will add unnecessary stress and strain  You can always get another job, but not another family 64

Free Advice – What is it Worth?

    Find a mentor  Seek advice form someone who has been there successfully  Read books on the subject to get a diversity of ideas and suggestions Continue to Learn  Develop diversity and breadth of understanding in all aspects of your job, company, industry  Engineering, marketing, accounting, contracts and purchasing, supply chain, quality assurance, manufacturing and test Test the waters to gain experience  Volunteer for leadership jobs in clubs and organizations  Very good on the job     Excellent networking opportunities Build all different relationships Advertises your reputation Volunteer for unique projects – that no one wants – at your company and deliver a successful result Always make sure you get credit and broadcast the news 65

            

Delegation is the Key for Success

Identify the reason that the task needs to be done Define the objectives Set the priority and urgency Identify and define decision-making scope and authority Define the problem to be solved Define what success looks like State when progress reports need to be submitted: To whom, when, how Explain how you will guide, monitor, and take corrective action Identify resources: people, time, budget Define who is impacted State what happens after the work is completed Define the standards for quality 66

Conquer the Fear

      Fact: You delegate, you lose control Guide, monitor, and correct – don’t tell them how to do it Learn to trust by asking questions Ask for a plan Think of all the things you got away with…they are not stupid…you need to watch…and keep them on track Don’t be insulting…but manage as you would guide children 67

How to get Promoted

     Manage expectations (customer, your management, family and friends Pick the right people for your team  Probably the most important aspect of the job    Learn how to read personalities and in an interview A position is better vacant than filled by the wrong person Remove deadwood Learn to communicate effectively with a wide range of people  Written, oral, briefings, presentations, impromptu opportunities Earn respect; don’t expect it to be given to you There is no substitute for integrity  A reputation can be lost in seconds that has taken years to be built 68

What is the Real Truth?

NAY

It is

Not About YOU

      It is about

what you have done

It is about

who you are

It is about

how people relate to you

It is about

how who you know

It is about

how people feel about you

It is about

how often you SMILE

Don’t let your career stall before it gets off the ground

     Decide to feel differently about your job  Be empathetic, rather than linear Be clear on where you want to be  Visualize the path forward Do an outstanding job in your current position  Be passionate and do exceptionally well Market yourself within your company  Market yourself by marketing everyone else Redouble your efforts to develop relationships with new people  Meet with others to listen and learn about them; once every two weeks is 26 new people per year 72

Job Promotion is About Relationships

     It is about

getting it done through people

It is about

knowing who you can depend upon to get it done for you

It is about

knowing who to call to get the information

It is about

knowing who to call to open the door

It is about

knowing who you can trust

In Summary

        Perform your work beyond reproach Form real relationships Lead by example, not dictation Ask questions and listen Take risks and make mistakes Pick people and take care of them Set goals and inspire Keep smilin’ 74

Parting Quote

“Few have the primary imagination…the ability to give initial impulse, and the unselfishness to withdraw and let others take credit…This is of course the great secret of getting things done in the world”

— Harvey Cushing 75