Voici comment vous pouvez exceller dans des postes de direction en tant que responsable de l’ingénierie.

Often I have found that Vision word gets used very lightly. Everyone uses it to express their opinion. I have found most compelling way to define a vision to describe a problem that need to be solved with clear measure of success. You might recall famous JFK man on the moon speech as an example for measure but there are not great examples for great problem definition in public discourse. Most closest I found was from JeffB when he established Amazon. “There is no good way to search across categories and buy at competitive price with fastest delivery” this what he decided in his vision of Amazon fly wheel. Till date it works and continue to serve all. Similarly a engineering leader must identify end customers and define the problem.

No horizonte da liderança, onde a engenharia se encontra com a arte da visão, uma estrada de possibilidades se desdobra, pavimentada pelo poder de uma mente focada. Assim como o arquiteto traça linhas no papel, o gerente de engenharia desenha o futuro com decisões que moldam o destino. Desenvolver uma visão clara e convincente é mais do que uma tarefa, é uma jornada onde cada passo ecoa o propósito e a determinação. Ao guiar seu departamento com essa clareza, você não apenas lidera, mas inspira uma equipe a construir pontes que transformam sonhos em realidade, elevando a engenharia a um patamar de excelência e inovação. #management #engineering

Engineering and Management are two independent aspects, and to excel as Engineering Manager , we have to understand both independently and then practice them as fusion of both.

A key ingredient in creating a vision that can rally your team is first investing effort in building competence, both in your role as an engineering manager and within the mission of your department. Understanding the specific customer value you aim to deliver and identifying the team’s challenges are crucial for crafting a compelling narrative that others will embrace and champion.

Whatever you may call your strategy, be it a vision, a blueprint, or a success strategy, what you need to do to be successful is clearly map the following 3 steps. 1. Clearly map and understand where is your organization or division today? This brings you the starting point or your current state. 2. Now envision the future state or end state over a timeline, say 3 years or 5 years. 3. Having mapped both the current state and future state, now create a tactical plan of how you will get there. Clearly articulate the tasks that need to be carried out, identify the responsible person in the team to take responsibility and accountability and metrics for measuring your progress. This simple approach will ensure that you excel in your position.

No jardim da liderança, onde florescem as ideias e crescem os talentos, cultivar uma cultura organizacional forte é como nutrir o solo fértil que sustenta árvores majestosas. Cada valor compartilhado, cada laço reforçado, fortalece as raízes que sustentam uma equipe de alto desempenho. Como gerente de engenharia, promover essa cultura é mais do que uma escolha, é o alicerce que sustenta grandes conquistas. Ao construir essa base sólida, você transforma sua equipe em uma força imbatível, capaz de alcançar o que parecia impossível. #management #engineering

A strong culture not only enhances employee satisfaction and retention but also drives innovation, collaboration, and continuous improvement. By focusing on collaboration, continuous learning, adaptability, open communication, recognition, and constructive feedback, executives can create an environment where team members thrive both personally and professionally. This, in turn, leads to sustainable success for the organization as a whole. Leaders who prioritize culture as a strategic asset are better positioned to navigate challenges, capitalize on opportunities, and maintain a competitive edge in their industry.

The practice of active listening in the teamwork routine is essential for achieving the goals and strategies defined by the company, as well as an individual learning exercise by allowing the constant exchange of knowledge among employees. Talking more all the time is not always synonymous with smartness.

A strong organizational culture is the bedrock of high-performing teams. In your executive role, nurturing an environment that values collaboration, continuous learning, and adaptability is key. Encourage open communication and create opportunities for your team members to develop their skills. Recognizing achievements and providing constructive feedback also contribute to a positive culture that supports both personal growth and business objectives. Signed, Franklin Payne

No vasto campo da engenharia, onde sonhos se materializam e inovações ganham vida, o gerenciamento eficaz de recursos é o solo onde se semeiam grandes projetos. Assim como o jardineiro cuida de cada planta com atenção, o líder de engenharia distribui sabiamente cada recurso, garantindo que cada detalhe contribua para o crescimento e a prosperidade do todo. Esta arte de equilíbrio e visão transforma desafios em oportunidades, erguendo pilares sólidos para o sucesso. Como gerente de engenharia, liderar com essa maestria é o que diferencia um grande projeto de uma obra-prima. #management #engineering

Perspective on Resource Management in Engineering Leadership Effective resource management is a cornerstone of successful engineering leadership. Ensuring that your team has the necessary tools, time, and personnel to deliver on projects is essential. Balancing workloads, budgeting for new technologies, and hiring the right talent are all critical components of this process. By managing resources wisely, you can optimize productivity and keep your team focused on delivering high-quality results. , Franklin Payne

Excelling as an engineering manager requires a blend of technical expertise, leadership skills, and emotional intelligence. Focus on empowering your team by fostering a collaborative environment, where open communication and continuous learning are prioritized. Balance technical oversight with trust in your engineers, allowing them to innovate while providing guidance when needed. Cultivate strong relationships across departments, ensuring alignment with broader business goals. Regularly seek feedback, both from your team and peers, to refine your approach. Lastly, lead by example, demonstrating a commitment to excellence, integrity, and adaptability in the face of challenges.

Leading change is about guiding others through transitions with vision and empathy. It involves not just implementing new strategies or processes but inspiring and supporting your team through uncertainty. Effective change leadership requires clear communication, resilience, and the ability to address concerns and motivate individuals. By fostering a positive attitude toward change and demonstrating adaptability, you can turn challenges into opportunities and drive progress that aligns with both organizational goals and personal growth.

To succeed one must ensure and excel in communication in 3 areas. 1. Communication with the team. This is very critical to success of envision goals. Effective communication between teams will ensure goal congruency and unity in purpose. 2. Communication to the larger team. This includes the department, vendors and inter-functional units. Consistent and regular communication on status, challenges & conveying the benefits of the project will ensure easier change management and support commitment. 3. It’s critical to communicate frequently with stake holders and ensure buy in. Articulating the goal being targeted, and business benefits will ensure success. A clear timeline based communication strategy should be drawn up for all 3 levels.

Frequently, the Engineering department perceives that the Business side doesn't fully understand their perspective. This miscommunication often arises because CTOs or CSOs don’t frame their discussions in business terms when addressing CEOs, boards, or business-oriented colleagues. Generally, the business team isn't concerned with the intricate technical issues or details about how transitioning to a new framework enhances inter-service communication security. Engineering leaders must convert these technical insights into ROI-focused messages for them to resonate with business stakeholders.

Any engineer moving into management and leadership positions needs to master soft skills (or power skills, as they are sometimes known). These are the critical interpersonal and communication skills required to be viewed as a trusted advisor to your team and your clients. Active listening is key, as too often engineers immediately want to solve an issue before truly understanding the challenge. Managers must be exceptional listeners. Presentation skills (in-person and virtual) and emotional intelligence are also required for success.

One thing,I have found useful, when handling an engineering project, ability to adapt to comprehensive communication,team members should always communicate effectively so as to facilitate project process and equally lead to a successful completion.