Moving to management from engineering background

Submitted by Sanmugam Satyendira ACMI on Mon, 11/07/2011 - 16:09

Hi, Please read the following and advice me to progress in the right direction:

After finishing my degree in engineering, I used to work as a Network engineer for 7 years. I used to be a highly skilled professional engineer and was a technical consultant prior to my current role.

I was promoted as a Manager within the engineering department in 2008 and working as a manager since then. I manage more than 20 highly skilled engineers from the UK, EU and India. Since I moved into management, I haven’t had any chance to work on hands on technical stuff, so I feel like getting out of touch on hands on technical stuff. When I say out of touch, I mean at coding / configuration level. BUT I AM STILL ON TOP OF ALL THE TECHNICAL STUFF AT VERY HIGH LEVEL as I have to deal with planning of all new projects, implementation issues, etc.

I have decided to persuade my career in management rather than in engineering. As I am working as a manager now, do I still need to maintain very high level of technical expertise? Does a manager need to have the same level of technical skills as engineers? Is it possible / feasible for some to be an expert engineer as well as an excellent manager? Is that necessary to be a successful manager within engineering department?

Please advice. I am sure that there are many excellent managers out there who have come from engineering background and I would like to seek their view / advice on this. Many Thanks

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Submitted by Peter Elliott CMgr MCMI on Mon, 11/07/2011 - 19:47 Profile image

Hi Sanmugam

I, too, have moved from an engineering (in my case civil) background into management. I was persuaded to do so because my maths is not strong enough for me to practice as a fully-fledged bridge engineer as I would have liked so I made a decision to move into management.

This, in itself, is proof that one does not need to have high level of technical skills in order to manage a team of skilled technical engineers. However, it is most helpful (I'd say essential) to have a background understanding. I have a number of technical specialists in my teams and I rely on their technical expertise all of the time. Conversely, they rely on me to ensure that the necessary tools, information and resources are in place to allow them to do their jobs to the best of their abilities.

I can happily meet and liaise with clients in relation to general project management but, if a meeting is convened to discuss technical elements, I take my specialist(s) along with me to cover these.

I do need to have (and therefore ensure I have) an understanding at fairly strategic level of the specialist's work but I certainly don't need to have an in-depth understanding of it. I do have an interest in civil engineering so I do have a good grasp of design and construction concepts but my focus is very much more on management than the technical side (I know enough to know when someone is taking me for a ride!)

It is most definitely possible to be both an expert technical engineer and excellent manager (although, in my experience, these are few and far between) – so I wouldn’t discourage it if you are able to maintain your exposure to the ‘hands-on’ stuff. However, I do tend to find, as you have, that management leaves little time to concentrate on this.

My advice would be to do what you feel is comfortable. Don’t stress yourself trying to stay abreast of the detailed technical stuff but do maintain an understanding of what’s going on so you can at least have informed discussions with your team and clients.

I maintain a focus on delivery to time and budget and quality and ensure that the specialists provide me with what I need when I need it and reciprocate this by ensuring the resources they need are in place when they need them. Seems to work for me.

Good luck with your management career Sanmugam!

Submitted by Sanmugam Satyendira ACMI on Tue, 12/07/2011 - 13:33

Hi Peter,

Thanks very much for your meticulous advice with clear explanation. It’s really helpful. Thanks a lot.

Submitted by Matt Chapman on Wed, 13/07/2011 - 05:30

Don't have much to add but wanted to say 'top post' to Peter.

Submitted by Peter Elliott CMgr MCMI on Wed, 13/07/2011 - 12:58 Profile image

Thanks Matt!

Submitted by Robert Robson CMgr MCMI on Wed, 13/07/2011 - 13:33

Sanmugam

I started life as an Electrical Engineer and due to limited opportunities moved into Sales and Business Management. I think an engineering background gives you a lot of the skills you also need to be a good manager such as attention to detail, prioritising, planning and time management. I think if you know 60% of what’s happening in the business and you can rely on the members of the team to fill you in on the remaining 40% you will be fine. There is a certain amount of letting go you have to do, and if you micro manage your team (or are seen to be) it may come across to them that you do not have faith in their ability.

I always try to make sure I have regular team meetings, communicate to my team whats happening both within the department and the Company as a whole and more importantly take time to have some one on one time. If you don't know peoples aspirations, and concerns you can't manage them. Don't forget also you may not be managing engineers in the future, so the skills you are putting into place now will stand you in good stead throughout your management career

Regards

Rob

Submitted by Sanmugam Satyendira ACMI on Wed, 13/07/2011 - 15:30

Hi Rob,

Thanks very much for your advice.