You've just been hired or promoted as manager of engineering on the back of your business and management skills. Or maybe you are a small branch manager who doesn't have any middle-management between yourself and the engineers. But these guys with poor social skills don't listen to you or respect you, even though you are managing them the same way as has built great teams before. Why?
Managing engineers is hard, especially if you don't have the technical background. Engineers think differently and have their own hierarchy which doesn't respect the orthodox chain of command. This blog will teach you how engineers think and how you can get the best out of them. Posts targeted at you are tagged manager, but reading the other side will help you understand where your colleagues are coming from.
Equally, you are an engineer who has run out of technical promotions and has thus found his way into management. You've gone from being primarily focused on technical problems which you can solve yourself to having to rely solely on the work of your other engineers. A role where your people skills are more valuable than the technical ones which earned you the position. How do you make this transition?
Managing people needs a completely different toolset to what you have learned so far in your career, especially if you are to make the most of the opportunity. And now you need to navigate the political waters of upper management as well if you are to get the right resources for your team. You could go get yourself an expensive MBA, or you could read this blog. Posts targeted at you are tagged engineer, but for you especially being able to see things from a purer managers perspective will be very useful too.
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