Here's how you can transition from an engineer to an Engineering Manager with the right skills.

A great way to reflect on your management and leadership skills is to trying to write statements that meet UK-SPEC4 competency C, and seek feedback from Chartered Engineers. You also need to practice on challenging projects, that you feel stretching your skills, and seek feedback from other Engineering Managers, Sales Managers, Directors, Product Line Managers and Marketing teams, to ensure your skills meet various stakeholder needs. With that feedback, you can decide if you need formal training, mentoring on a specific methodology or hands on practice.

while being an engineer is almost critical to be an engineering manager, you must first identify and be fully aware that the managerial set of skills is totally different, as well as the KPIs you and others will be measuring in this new role.

I can transform from engineer to managerial engineer through gaining different managerial skills, the ability to think in abstract, ability to make strategic and short term decisions, engagement in different managerial training, also having good and professional communication skills as well as interpersonal skills as well as resources management skills and delegation skills.

first time you needs to be the bridge between company strategy and engineering delivery also Engineering Manager is a professional responsible for planning and coordinating projects, supervising teams, and researching new products in the field of engineering

Read a leadership book, and find a related leadership course you can take. If you are reluctant to do these things, you are not ready for this major career transition. Too many engineers look at their managers and think, "I can do that," and think they'll wing it and learn on the job. This way of thinking has produced an overabundance of mediocre to poor engineering managers. Choose to be better than that. Here's a book recommendation: Peopleware: Productive Projects and Teams by Tom DeMarco (be sure to get the latest edition).

Communication skills include: * Writing (email, Slack, code reviews, etc.) * Giving presentations * Running meetings * Having 1-1's with team members * Doing effective interviews for prospective employees Study, and practice each of these topics and you'll get a good start to becoming a good leader.

Se você aspira a liderar equipes de engenharia, já é uma referência em conhecimentos. Contudo, o que o trouxe até aqui pode não ser suficiente para a próxima etapa. Três habilidades são essenciais: 1. Equilibrar o específico e o geral: Aprofunde-se nos problemas e oriente a equipe de forma sistêmica. 2. *lNão controlar a solução: Teste ideias e confie no time sem controlar cada detalhe. 3. Inspirar a equipe: Motive e renove ideias com comunicação inspiradora e exemplos positivos.

Strategic thinking is a learned skill. Engineers have something of a head start in that (good) Engineers should already be capable of critical thinking and handling incomplete/fuzzy data sets and facts. All that you are doing is applying the same tools to a bigger picture. What Engineers should guard against is their cognitive bias. This will tend to lead them to (incorrectly) concluding that all strategic problems have a narrow technical based solution. (I've fallen into that trap myself). Instead they should act to broaden their network and seek the advice of those with very different backgrounds. If they can successfully incorporate the ideas of others, their strategy will be more robust and likely to succeed.

As long as you give team members space to excel, appreciate their work, ensure quality of work is maintained, discuss with team and support them to meet the deadlines, understand and take up team needs, motivate them and instill the team spirit, align them with the team goal, your people management qualities are of next level... Utilize these skills in your every day life, you will not need special management lessons for it. Natural leadership goes a long way.

La gestion des conflits au sein de l'équipe est une compétence essentielle pour tout responsable. Les conflits peuvent surgir de diverses sources, telles que des différences de personnalité, des désaccords sur les méthodes de travail, ou des objectifs divergents. Une gestion constructive des conflits peut transformer ces situations en opportunités de croissance et d'amélioration pour l'équipe.

As you move further into management your skills and knowledge of new technologies will take second or third place to managing. You must be willing to accept the fact that as your technical skills become less, you will be surpassed by and willing to accept that those who report to you will be more knowledgeable and you will need to lean on them to get the job done. Be open and accepting and you and your team will succeed.

A good mentor is priceless. Many great leaders enjoy mentoring, so don’t hesitate to ask someone you admire for guidance. Having a trusted advisor to consult about employee, team, or project challenges can ease your transition into leadership and boost your confidence in decision-making.