Your Career Path Will Not Be A Straight Line!

You’ve probably heard the line that at the end of a career when a person looks back, they often wonder how they got here.  

Often that’s because people don’t know how to create, control, and navigate the career they want.  

But how do you create and navigate an engineering career when the technical and world environments change significantly every decade.  

In this podcast I’ll give you a glimpse of where your career can go and what stages you can expect.

Your Technical Capability Is Not Enough for a Great Career!

You were hired for your technical expertise, right? You are supposed to solve technical problems, right?  

Just be consistently technically competent, and your career will be guaranteed.  

False!  

So, if your technical competency is necessary BUT NOT SUFFICIENT for an awesome engineering career, what competencies are?  

This podcast describes the necessary AND required skills you need for success, regardless of the time you have been in the workforce and regardless of whether you are a technical individual contributor, a lead, or a manager. 

You’re Giving Your Technical Presentations for the Wrong Reasons! 

As engineers, scientists, and technologists, we are often asked to give presentations.

Is it because our manager has asked us to?... or…  

Is it because our customer has asked us to?... or …  

Is it because it is in our project Statement of Work?  

But if we give our presentations for any of the reasons I have listed above, we are not advancing our careers.  

If you want to advance your career, you have to understand that there is a much more important reason to give a presentation than just presenting data or status or a review.  

I explain all of this in my Engineer-to-Leader Podcast Episode 004.  

Micromanagement is Easy to Avoid… Really! (Part 1)

I know… everyone wants to avoid micromanagement. Engineers don’t want to be micromanaged and most managers don’t want to be seen as micromanagers.  

Most people are worried about micromanagement, but most people don’t know how to avoid it or defuse it once it has started.  

I can tell you… micromanagement is no big deal. It can be easily defused and more easily avoided. But you have to know what to do.  

In this Episode #8 of the Engineer-to-Leader podcast series, I will explain a new way to think about micromanagement. A new way that actually allows you to avoid it or stop it once it starts.

Real-World Cases of How to Avoid Micromanagement
(Part 2)

Can you avoid being micromanaged or stop being micromanaged once your manager starts micromanaging you?  

Most people will tell you to just “Grin and bear it.”  

Not me. I can show you how you can easily reverse being micromanaged… if you know what to do.  

In this Engineer-to-Leader podcast episode #9, I’ll show you real-world cases where I have coached engineers and managers on how to stop their managers from micromanaging them.  

To discover how to keep from being micromanaged, or keep from being labeled a micromanager click below:

All Managers Must be Micromanagers!
(Part 3)

All managers must be micromanagers… sometimes.  

Want to know how to avoid looking like a micromanager even when you have to micromanage?  

In this episode #10 of the Engineer-to-Leader podcast, I’ll show managers how to have a high level of oversight and not get push back from employees.  

And this is also a great podcast for employees because you can use the process I describe in this podcast to limit the amount of oversight your manager places on you.  

So, to discover how to do all this, click on the link below now:

Delegation

Delegate, delegate, delegate!  

Have you heard that from your manager? It seems that many people think the key to successful management and leadership is to delegate; to empower others to take on responsibility.  

But it does you no good to delegate to someone who won’t get the job done.  

This article, titled: The Art and Skill of Delegation will describe a new approach to delegation. How do I know it is a new approach?  

First, I created the model.  

Second, I used it and use it in my own management world.  

Third, I know it works.  

Being a Manager
and a Leader

Have you ever thought about moving from the technical world into the management world?  

You probably have. Most engineers, scientists, and technologists, at some time, entertain the idea of being a manager.  

But what are the functions of a manager? What are the functions of a supervisor? What are the functions of a director or a vice president or a CEO?  

In the following article titled: Six Essential Functions of a Successful Leader and Manager, I list the six essential functions, that if you perform them, and perform all of the them, even moderately well, you will be successful.  

Interested in knowing more?  

Just click on the link below and download the PDF of the, Six Essential Functions of a Successful Leader and Manager.

Being Right!! 

As an engineer, scientist, or technologist, we are paid to provide the correct answers to technical problems.
Being right, having the right answer is what we do.  

However, when you move to management, if you move into management, the reason you are paid changes. Being “right” is not the main goal anymore.  

If you are interested in the underlying “job description” of engineer/scientist/technologist versus the underlying “job description” of a manager/leader, click on the link below and download the PDF titled: Being Right or Being Effective Can Make or Break Your Engineering Career.