Engineers Managing Engineers #PECON2017
Here’s my talk for today’s presentation at the NSPE (National Society of Professional Engineers) Annual Conference:
NSPE 2017 Conference
Engineers Managing Engineers
Jon M. Stolpe
Friday, July 21, 2017
When an optimist looks at a half-filled glass, he sees the glass half full. When a pessimist looks at the same glass, he sees the glass half empty. When an engineer looks at the same glass, he sees the glass as being twice as big as it needs to be.
As engineers, we look at the world through a different set of lenses than the rest of the world. Engineers want to get to the bottom of how things work. They tend to be technical in nature. While the rest of the world may see us as robots, we are more than mechanical devices going through the motions.
Engineers are people too!
For the next 50 minutes, I want to help you better manage the engineers who work for you.
Here’s our agenda for our time together.
First, we’ll look in the mirror to get a better understanding of who we are.
Next, we’ll spend some time talking about how you can get to know your team members better.
I’ll give you some tips for managing performance for your direct reports, and I’ll give you a powerful tool for managing your team members.
We’ll spend some time helping our team members develop a plan for their future.
And we’ll finish our time together brainstorming ways to encourage your team of engineers to be innovative.
Before we get started, I wanted to share a few things about me. I graduated from Grove City College in 1994 with a degree in mechanical engineering. After graduating, I worked for a small building automation company in north Jersey and Manhattan as a project engineer. During my year and a half with the company, I installed building automation systems on the top ten floors of Rockefeller Center and the Liz Claiborne World Headquarters. I moved to Landis and Gyr Powers which eventually became Siemens Building Technologies where I have been for over 21 years. I started as a project engineer and became a project manager which gave me opportunities to work on projects all over the Greater Philadelphia area. In 2000, I went back to school to work on my MBA at Penn State University. For the past 10 years, I’ve been an operations manager. I lead a team of engineers, project managers, technicians, and installers. And I love my job!
I’m married with two teenagers. And I have a passion for personal growth, leadership development, writing, and speaking. I’m excited to be here today to share some of the things I have learned along the way which have helped me (an engineer) lead my team of engineers.
Getting to Know Yourself
If you want to be successful managing your team, it’s important that you get to know yourself first.
When we think of becoming better leaders, we think of tools and techniques. We think of books and seminars. We think of skills we must add or improve to connect with those we are leading and to help others navigate their paths to becoming stronger contributors to the overall good of the team. Much of our leadership development is externally focused.
How can we get our team member to do this? Or how can we get our team member to stop doing that?
In our quest to become better leaders, we often forget to look in the mirror.
Becoming a better leader starts by learning to lead ourselves first.
I don’t know about you, but my podcast feed is full of podcasts about leadership. My nightstand is full of books about leadership. And my blog reader is jammed with blog posts and articles about leadership. It’s great to feed our minds with great material, but we must learn to step back from time to time and develop habits to lead ourselves.
As a leader trying to figure it out, I believe self leadership starts when we take time to STRETCH ourselves. To help you see what I mean, here’s an easy way to remember seven keys to leading yourself:
- Still yourself.
Too many leaders believe busyness is a badge of achievement. In the rush to hustle more than the next guy, leaders forget how to stop and be still. Learning to still yourself takes practice. Start with a minute every hour. Or start with 10-15 minutes in the morning before the days responsibilities take over.
- Take note.
Become an observer of life. Keep track of what is happening. Keep a journal. Spend a few minutes at the end of the day capturing the details of the day. If we don’t write it down somewhere, we’ll forget it.
It’s not just enough to still yourself and take note. You have to take time to reflect. For me, this means getting away for a couple of days once or twice a year. Reflection provides the opportunity to gain wisdom from what we have just experienced, and it gives the chance to ponder the future.
- Engage in key relationships.
One of the best ways to lead yourself is to open yourself up to feedback from others. When I think of key relationships, I think of my family, my close friends, and my boss. Who are the people who will help you see the things you need to see when you look in the mirror? These are the people who can help you take your leadership to the next level.
- Try something new.
It’s easy to fall into a rut when we are leading. In order to break out of our patterns, we must be willing to take a risk. Leading yourself requires you to willingly move past unproductive routines. Trying new things on a regular basis helps leaders learn things they may have otherwise overlooked.
- Community. Community. Community.
Whether you or an introvert or an extrovert, you need community and community needs you. By involving yourself in community, you gain opportunities to lead others outside your team. Community is also the place where you can be led by others outside your normal circle of influence. When you lead in the community, you gain valuable insights to lead better in your organization. If you want to lead yourself to become a better leader, get involved in your community today!
- Help others.
Leadership too often is a race to see who climbs the corporate ladder more quickly. If you want to be an effective leader, you must analyze your motives. Why are you leading? When your season of leadership is over, what legacy will you have left? The best way to lead with impact is when you lead with a servant’s heart. Find ways to help others, and your leadership will advance to a whole new level.
If you paid attention, you may have realized that these seven keys encourage leaders to S.T.R.E.T.C.H. As you lead in your organization, don’t forget to STRETCH by leading yourself first.
Getting to Know Your Team
Piece of Paper Exercise
Learning to Look for Differences Exercise
Tools To Help You Learn More About Your Team Members (and About You)
Myers-Briggs Temperament Index – My MBTI (I am an ESTJ. I’m more of an Extrovert than an Introvert. I rely on Sensing as opposed to iNtuition. I’m much more of a Thinker than a Feeler. And I’m more likely to Judge than to Perceive.)
The MBTI was constructed by Katharine Cook Briggs and her daughter Isabel Briggs Myers. It is based on the typological theory proposed by Carl Jung who had speculated that there are four principal psychological functions by which humans experience the world – sensation, intuition, feeling, and thinking – and that one of these four functions is dominant for a person most of the time. The MBTI was constructed for normal populations and emphasizes the value of naturally occurring differences. “The underlying assumption of the MBTI is that we all have specific preferences in the way we construe our experiences, and these preferences underlie our interests, needs, values, and motivation.”
16 different types
StrengthsFinder 2.0 (Get book) – My Strengths (Harmony, Achiever, Responsibility, Disciplined, and Analyzer)
Wikipedia: DISC is a behavior assessment tool based on the DISC theory of psychologist William Moulton Marston, which centers on four different behavioral traits, which today are called: dominance, influence, support, and conscientiousness. This theory was then developed into a behavioral assessment tool by industrial psychologist Walter Vernon Clarke.
There are many different versions of the questionnaire and assessment. Some date back to the 1940s while others are more recent, more accurate, and more advanced.
Communication Style Assessment
Whether you are a manager of direct reports or not, I hope you’ll find this list helpful in understanding ways to get better. Success doesn’t happen by accident. Success happens by being intentional, and this list offers suggestions – no, essentials – for being intentional with the performance management process.
10 Essentials for Enhancing the Performance Management Process:
- Start with regular one-on-one meetings. It’s important to meet with your employees on a regular basis. These meetings provide an opportunity to touch base on performance issues and other business and non-business related items. You can read about the power of one-on-one meetings in a guest post I wrote for Matt McWilliams. Several years ago, I started having monthly one-on-one meetings with my team, and it’s been helpful for my team members and for me.
- Set performance targets. It’s critical that employees have SMART targets. Targets should be specific, measurable, attainable, realistic, and timely. At the beginning of each year, I sit down with my team members to set targets. These targets align with our overall business objectives, and they also provide opportunities for individuals to grow personally.
- Quarterly review progress towards targets. It shouldn’t be a surprise at the end of the year when doing a performance evaluation. I sit down with my employees once a quarter to review their progress in achieving their targets. Doing this once a quarter provides an opportunity for my team members to make performance corrections that will help them meet or exceed their targets.
- Get feedback from others. I encourage my team members to ask for feedback from their peers. And I get feedback from other managers and supervisors regarding the performance of my team members. Before completing the annual performance management process, I meet in a roundtable meeting which helps to calibrate my overall assessment. This meeting also provides extra insight into developmental action items I might want to suggest to my team members.
- Take time to write an honest and detailed assessment. When I write evaluations for my team members, I want them to be fair, well-thought, and encouraging. Writing this kind of assessment takes time. I schedule time to carefully review the past year of activity. I look at notes from my past one-on-one meetings. I review previous results from the quarterly updates. And I take into account comments shared by my fellow management team members. A written record provides employees a tangible document to review as they seek to grow and improve.
- Meet with employee to review results. At the end of the year, it’s important to let your employees know how they have done. Feedback provides information necessary to help them improve. Feedback also keeps them doing the right things.
- Remember the good things. Make sure you praise your team members for the good things they have done throughout the year. A pat on the back goes a long way towards encouraging the right behavior.
- Create a development plan correcting issues. As managers, it is our responsibility to help our team members succeed. We have to give our team members help in getting better. The performance review process is the perfect time to help employees get better.
- Discuss career progression essentials. Most employees want to know what it will take for them to get tho the next level in their career path. It’s important to talk regularly to employees about their plans for the future. What are their goals for the next 5 years or 10 years? What do they need to do in order to be ready for the next steps? These are questions that will help you help them. Are their expectations realistic? How can you help them? The performance review process provides an opportunity to discuss essentials for career advancement.
- Do it again. It may seem repetitive, but you have to do it over and over and over again. Doing this for only one year does not demonstrate a long-term interest in the performance of an employee. Repeated year after year is essential to a successful performance management process.
Thinking About the Future
As we look ahead into the next century, leaders will be those who empower others.
Being a leader isn’t always easy.
If it was easy, everyone would be doing it. Right?
If leadership stress, exhaustion, and inadequacy are common, there has to be a solution.
I’m sure we could point to many things that make leadership easier – getting more sleep, exercising regularly, reading, learning, and finding a mentor. These are all valuable actions a leader can take to improve their leadership capabilities. There another solution that too easily gets overlooked and sometimes misused.
Delegation is what I’m talking about.
I’m not talking about pawning off all the unpleasant tasks on someone else and acting as a dictator. I’m talking about spreading out the work, so a leader and team can be more effective which will lead to less stress, less exhaustion, and a deeper feeling of adequacy and fulfillment. Delegation is “the assignment of responsibility or authority to another person to carry out specific activities (Wikipedia).”
It seems rather simple. Spread the work out. Ease the load of the leader. Use the leadership talents of others in the community. And make the community happier.
Why is delegation so important?
Here are six reasons leaders should delegate:
6 Reasons Leaders Should Delegate
- Delegation relieves stress and overload on the leader. Leadership can be lonely, and it can be a heavy weight to bear alone. Delegation disperses the weight, so the strain isn’t so great on any one person.
- Delegation allows leaders and teams to get more accomplished in less time. If a leader tries to do it all my himself, it will obviously take him longer. “Many hands make light work.” By getting more people involved, more can be accomplished.
- Delegation frees up leaders for other tasks. When a leader is overwhelmed, he will often miss out on other tasks he could and should be performing. By delegating, a leader opens up time and energy for other priorities.
- Delegation buildings a better team. When a leader tries to do it all by himself, he demonstrates a lack of confidence in his team. This will demoralize a team. Delegation done right provides an opportunity to motivate your team. It also provides an opportunity to develop the skills and abilities of team members which will ultimately lead to a better team.
- Delegation generates more success. When a leader gets others involved, he taps into the ideas and skills of other people who might otherwise be overlooked and underutilized. When a team is used to its fullest, success is a natural byproduct.
- Delegation prepares for the future. A leader will not be around forever. Eventually, he will retire or move on to another opportunity. It is good stewardship for a leader to prepare the next in-line leaders. Grooming successors is an essential part of delegating, and it’s the best way for a leader to leave a legacy.
If you want to overcome stress, exhaustion, and feelings of inadequacy in your leadership, it’s time for you to start delegating.
Keeping Our Teams Engaged Through Innovation
My Shark Tank Experience
What other companies are doing
- ATT Foundry
- Adobe Kickstart
- Linkedin [in]cubator
- Ericsson Ideaboxes
A chance to brainstorm
Confirming Your Learning
- Why are regular one-on-one meetings with your direct reports important?
- What is one thing you can do to encourage innovations among your direct reports?
- Name three (or more) things you can do to improve the performance management process for your direct reports.
Remember, you are not leading a team of robots. You are leading a team of people. Be intentional as you lead and manage your team!
Questions, Answers, and Contact Information