1. Senior Project Design Spring 2014 Promotion 2-11-14
COMP98 Lectures
Senior Project Design
Spring 2014
Promotion

2. Comic for the Day
Think out of the box!

3. Quote for the Day
“The best leader is one whose existence is barely known. Then, when the work is done, the people can say, ‘We did it ourselves.’”  
— Lao Tzu

4. Recall: Leadership Commitment Passion Vision Persistence Stubbornness
Integrity
People
Confidence

5. Leadership: General Colin Powell's Rules
It ain't as bad as you think. It will look better in the morning.
Get mad, then get over it.
Avoid having your ego so close to your position that when your position falls, your ego goes with it.
It can be done!
Be careful what you choose. You may get it.
Don't let adverse facts stand in the way of a good decision.
You can't make someone else's choices. You shouldn't let someone else make yours.
Check small things.
Share credit.
Remain calm. Be kind.
Have a vision. Be demanding.
Don't take counsel of your fears or naysayers.
Perpetual optimism is a force multiplier

6. Leadership Styles Vision Passion and self-sacrifice
Articulate an ideological vision congruent with the deeply-held values of followers, a vision that describes a better future to which the followers have an alleged moral right
Passion and self-sacrifice
Display a passion for, and have a strong conviction of, what they regard as the moral correctness of their vision; engage in outstanding or extraordinary behavior and make extraordinary self-sacrifices in the interest of their vision and mission
Confidence, determination, and persistence
Display a high degree of faith in themselves and in the attainment of the vision they articulate; have a very high degree of self-confidence and moral conviction because their mission usually challenges the status quo and, therefore, may offend those who have a stake in preserving the established order
Source: House, R., Podsakoff, P.M., Leadership Effectiveness: Past Perspectives and Future Direction Research, in Greenberg, J. Organizational Behavior: The State of the Science, Erlbaum, NJ, 1994.

7. Leadership Styles Image-building Role-modeling External representation
Self-conscious about their own image; recognize the desirability of followers perceiving them as competent, credible, and trustworthy
Role-modeling
Followers identify with the values of role models whom they perceived in positive terms
External representation
Act as spokespersons for their respective organizations and symbolically represent those organizations to external constituencies
Source: House, R., Podsakoff, P.M., Leadership Effectiveness: Past Perspectives and Future Direction Research, in Greenberg, J. Organizational Behavior: The State of the Science, Erlbaum, NJ, 1994.

8. Leadership Styles Expectations of and confidence in followers
Communicate expectations of high performance from their followers and strong confidence in their followers’ ability to meet such expectations
Selective motive-arousal
Selectively arouse those motives of followers that they see as of special relevance to the successful accomplishment of the vision and mission
Frame alignment
To persuade followers to accept and implement change; linkage of individual and leader such that some set of followers’ interests, values, and beliefs, as well as the leader’s activities, goals, and ideology, becomes congruent and complementary
Inspirational communication
Often, but not always, communicate their message in an inspirational manner using vivid stories, slogans, symbols, and ceremonies
Source: House, R., Podsakoff, P.M., Leadership Effectiveness: Past Perspectives and Future Direction Research, in Greenberg, J. Organizational Behavior: The State of the Science, Erlbaum, NJ, 1994.

9. Management Maxims… Grow or die No one is smart enough to be a dictator
The only real power one has is the power of persuasion
The less you know about something the simpler it seems
Important decisions require at least one night’s sleep
Decisions made without all the facts are guesses
The most important thing a manager does is pick the people
Lies are hard to remember
There is nothing more critical to true success than openness, honesty, and integrity
Those that don’t solicit and listen to advice are destined to be unsuccessful
What is given cannot be taken away
Meddling after responsibility is delegated and accepted provides a built-in excuse for failure
Unwritten agreements are soon forgotten
Cash flow is more important that profit
All contracts end

10. Promotion
Part One

11. Everyone has advice…
The only people that are not making mistakes are those that are not doing anything
Don’t bite off more than you can bite off
The most important and most difficult trait to identify is the ability to get things done
A manager with a full calendar every day isn’t delegating properly
A full day spent in meeting is 40% wasted
A pat on the back is the ultimate in cost effectiveness
A manager that takes credit for the work of the troops should be made a member of the troops
A manager unwilling to take risks is destined for mediocrity
People that feel comfortable in their jobs are more productive
The prepared bird gets the worm
An unfilled position is better than one filled by the wrong person
The killer of the bearer of bad news quickly joins the ranks of the uninformed
Business flourishes along lines of relationships

12. Advertisement for a Management Seminar
You will be taught an array of management skills: planning, organizing, influencing, leading, and controlling
Managers spend 80% of their time communicating.
You will spend 80% of your time speaking and 20% writing.
You will learn to combine monetary use with give-something-back or what we call "spiritual profit."
You will learn to be a better storyteller. Better leaders tell better stories.
Better managers generate enthusiasm.
Management is changing. You will learn the differences between pre-modern, modern and postmodern management concepts and skills to conduct your green business.
You will learn by doing in three phases of a spiritual profit campaign.
You will learn to work together with people who do not think, dress, act, speak, or listen the same way as you do.
You will learn to manage in a diverse world.
You will become a better global citizen by getting into the real world to learn

13. What is the Truth?

14. Transition to Management – Study Results (1)
Key finding: “The transition to manager is not limited to acquiring competencies and building relationships. Rather, it constitutes a profound transformation, as individuals learn to think, feel, and value as managers”
Think
Value
Feel
Source: Hill, Linda A., Becoming a Manager: Mastery of a New Identity, Harvard Business School Press; 2nd edition, 2003.

15. Transition to Management – Study Results (2)
Building effective relationships with their subordinates was unequivocally the most difficult task the new managers faced
The new managers’ expectations about being a manager were inaccurate
Inaccurate expectations contributed to the challenge of becoming a manager since the daily realities of the manager role caught them by surprise:
The heavy workload
Rather than being organized and calm, things were hectic: more like firefighting
The realization that they had to get things done through others and thus were dependant on their subordinates
To produce the results they were accountable for, they had to develop and assist their subordinates as well as remove obstacles for their subordinates without taking over
As they assumed formal authority, they were often viewed as the enemy by their subordinates/former peers
Source: Hill, Linda A., Becoming a Manager: Mastery of a New Identity, Harvard Business School Press; 2nd edition, 2003.

16. Transition to Management – Study Results (3)
The new managers were promoted for technical competence but were now in a role where managing people was the primary skill:
The importance of understanding and motivating people
The need for communication skills
The challenge of dealing with subordinates who covered a wide performance range from marginal to outstanding
Learning to delegate was perhaps the most difficult challenge the new managers faced in managing subordinates’ performance
The decision to move into management caused the participants some anxiety; they pondered the change and the significance it held in their careers
The new managers had to deal with a lot of stress and emotions.
Source: Hill, Linda A., Becoming a Manager: Mastery of a New Identity, Harvard Business School Press; 2nd edition, 2003.

17. Origins of Engineering
Latin – ingenium – a talent, natural capacity, or clever invention
Engineer and ingenious come from the same root
Webster’s 3rd International Dictionary:
A calling requiring specialized knowledge and often long and intensive preparation including instruction in skills and methods as well as in the scientific, historical, or scholarly principles…
Engineer’s Council
The profession in which knowledge of the mathematical and natural sciences gained by study, experience, and practice is applied with judgment to develop ways to utilize, economically, the materials and forces of nature for the benefit of humankind

18. What does it mean to be an Engineer?
Design things
Math and science
Innovation
Life long learning
Professional
Technology
What else?
Projects
Specifications

19. Why is it important? Credibility Respect Logical mind Organize chaos
Problem-solving
Expertise
Discipline
Innovation and Design

20. What is Management?
“Organizing and coordinating a profitable effort through good decision-making and people motivation”
“Being a respected and responsible representative of the company to your subordinates”
“Ability to achieve effective accomplishments from others toward a common business objective”
“Getting things done through people”
“The overall planning, evaluating, and enforcement that delivers profit”
“Delivering a quality product or service that customers value”
“The means by which the organization grows or dies”
“Directing the actions of a group to accomplish a desired objective”
“Keeping customers happy”

21. Classification of Management
First-line
Directly supervises non-managers (individual contributors)
Responsible for carrying out plans and objectives of higher management
Make short-range operating plans
Recently appointed to position
Middle
Indirect managers – manage people through other managers
Make intermediate plans to achieve long term goals set by higher level management
Establish departmental polices and evaluate performance of subordinate work units and their managers
Integrate and coordinate various functions or groups with different short term objectives
Top
Responsible for defining the character, vision, mission, and objectives of the enterprise
Define long range plans and objectives
Evaluate the performance of departments and readiness for promotion of key managers
Establish criteria for success

22. Skills vs. Management Level
First-line
Middle
Top
Technical Skills
Interpersonal Skills
Conceptual Skills

23. A Manager’s Impact on the Organization
Infrastructure
Polices/procedures/rewards
Communication
7 %
Leadership
Day-to-day
Communication
61 %
Formal Media
Meetings/memos/Intranet
Communication
32 %

24. Organization Power: Getting Results
Bases of power as:
Coercive
Reward-based
Institutional
Referent
Expert
Physical attraction
People respond positively to physical stature and good looks  managers can exert more influence over their coworkers with good grooming, posture, speech and dress

25. What do Managers Do? Interpersonal Roles Informational Roles
Figurehead
Leader
Liaison
Informational Roles
Monitor
Disseminator
Spokesman
Decisional Roles
Entrepreneurial
Disturbance handler
Resource allocator
Negotiator
Source: Mintzberg, H., The Nature of Managerial Work, Harper-Collins, 1973.

26. Interpersonal Roles
Figurehead – ceremonial or symbolic head of an organization; outwardly directed relationship
Leader – downward relationship of selecting, guiding, and motivating subordinates
Liaison – horizontal relationship with peers and people in the organization, built and nurtured for mutual assistance

27. Informational Roles
Monitor – collecting information about internal operations and external events; reviews activities, read reports, attends professional conferences and trade shows to understand future trends (if a researcher performs this role, it is as a gatekeeper)
Disseminator – transmits information internally to subordinates, superiors, and peers to make sure all have the data to do their jobs
Spokesman – (normally by higher management) speaks for the organization to the press, public, or other external groups [Note: an internal version of this role might be an ombudsman or advocate – successful supervisors “grab it by the horns” to get resources or rewards for their subordinates]

28. Decisional Roles
Entrepreneurial – initiating change, assuming risk, and transforming ideas and knowledge into useful product, services or other tangible assets
Disturbance handler – dealing with unforeseen problems or crises and resolving them
Resource allocator – distributing (precious) resources of money, labor, materials, and equipment to optimize the productivity of the organization
Negotiator – bargaining with suppliers or customers or subordinates or peers or superiors to obtain agreements favorable to the enterprise (or for at least the portion of it within the scope of responsibility)

29. What is the Function of a Manager?
Planning – selects the missions and objectives and the actions to achieve them
Decision-making – choosing the future course of action from among several alternatives
Organizing – establishing the infrastructure and roles
Leading – influencing people to strive willingly and enthusiastically toward a particular goal
Controlling – measurement and corrective action of activities or processes of subordinates to ensure the desired intermediate milestones are reached and the desired final results are achieved

30. What is Engineering Management?
Distinguished from other types of managers due to technical functions
Ability to apply engineering principles and organize and direct people and projects
Management of technical functions or broader functions in a high-technology enterprise
Source: Babcock, D.L., Morse, L.C., Managing Engineering and Technology, 3rd Ed., Prentice-Hall, 2002.

31. Engineering Management -- MUSTS
Really understand the business (company and industry)
Understand the technology driving today’s business and the technology that will change the business
Treat research and development as an investment to be nurtured, rather than expense to be minimized
Dedicated to solving the customer’s problem
Spend time on strategic thinking
Regard innovation as the premier objective
Source: Babcock, D.L., Morse, L.C., Managing Engineering and Technology, 3rd Ed., Prentice-Hall, 2002.

32. Spheres of Influence Management Engineering Management Business
Production
Project Management
Product Design & Development
Research
Advance Technology
Operations
Industrial
Plant
Design
Research
Verification & Validation
Manufacturing
Marketing
Finance
Customer Service
Advertising
Sales
Business
Engineering

33. Management – The Black Vulture
Beware of the politics
Beware of the prize
Understand the sacrifice
Understand what you need to do

34. Management – The White Dove
Inspiring others
Watching others achieve
The ultimate coach
Win-win

35. Management – The Shades of Gray
It doesn’t come in two flavors…

36. What are you looking for?

37. Thought for the Day

38. Promotion
Part Two

39. Self Awareness & Evaluation
What does my life look like? What do I want it to look like?
How do I want my day-to-day life to be?
How do I need to interact with other people?
What sacrifices do I need/want to make for my career?
Who will be affected by those sacrifices besides me?
What perception do others have of me?
What specifically would I like to learn during my life?
How much money will I need? When will I need it by to do the things I want to do?
Are my career expectations realistic? Aligned with the company?
Are my career expectations achievable on my current path?
Where would I like to be in 2 years, 10 years, 20 years?

40. What are Your Priorities?
Please rank the following in order of priority:
Title
Position
Power
Family
Money
Time
Ego
Hobbies
Friends
Are they really you?

41. Have You Thought About Your Career…Or Did You Just Take a Job?
Did you look into the industry? Do you know it?
Is Your Company Growing? Staying the same? Falling?
What are your expectations! Are they being managed? If so, by whom?
Do you really know where your job might take you?
What skills do you need in your job? What are your strengths?
Does your company provide a conducive environment for career growth? How fast are individuals promoted? Do you know the ground rules?
What do they know that you don’t?
How do you rise through the organization?
How do you control your destiny?

42. The Common Fallacy The best performers make the best managers WRONG!
Management requires different:
Skill sets
Performance measures
Comfort zone
Level of control
Delegation
Listening and probing
Ability to smile – all the time

43. Career stages
Stage 1 – learning from others what they have learned from experience
Stage 2 – produce significant results independently
Stage 3 – assume some responsibility for directing other people and projects
Stage 4 – influence on organizational direction
Innovator, entrepreneur, leader, visionary, manager

44. The Management Coaching Model
Where the employee wants to be
Understanding what aspects need to be develop
Defining the requirements of the job
Planning to acquire the capabilities the job requires
Where the employee is now
Self-awareness – a sense of personal strengths and weaknesses
Areas most critical to future progress
How the employee might progress
Perseverance and motivation to reduce the “gap”
Opportunities within and without to reach the goal

45. Career Choices An engineer may: For each choice:
Remain loyal to the profession
Changing career
Vacillate about changing careers
Transition to management
Become a manager
For each choice:
What are the options?
What are the requirements?
What is the level of comfort?

46. Are You Management Material?
Do you display superior technical competency?
Are you able to demonstrate a proven track record of organizational and management skills
Are you able to demonstrate a proven track record of leadership achieving results?
Are you able to demonstrate superior communications skills?
Do you like visibility and exposure?
Do you like loneliness?
Are you mobile?

47. Capabilities for Leadership
Cognitive
Analysis, synthesis, and evaluation of data sets
Maturity
Understand one’s own emotions, values, handle upset, ambiguity, and loneliness
Development
Knowledge of one’s limitations, accept criticism, accept new challenges, learn and grow
Influence
Ability to persuade, convince individuals to act in your interests; prevent them from implementing agendas contrary to your own
Leadership
Inspire others to overcome obstacles to achieve a shared goal
Integration
Build effective team and incorporate all parts of the organization
Insight
Understand the motivations of others and their behavior
Expertise
Technical skills in one’s own discipline for respect in the profession
External
Awareness and adaptation to changes in the external environment
Organizational
Building the infrastructure to achieve the desired objectives
Decisiveness
Ability to take action or facilitate the actions of others for the achievement of critical short and long-tem goals

48. Integrated Skills Matrix
Functional
Excellence
Programs
First Line
Management
Leading
From
the Middle
Strategic
Leadership
Executive
Programs
Global
Leadership
Programs
International
Consortium
Program
Business
Leadership
Operational
Leadership
People
Leadership
Personal
Leadership
Define the Different Skills Needed at Each Level
Adapted from Boeing Integrated Competency Model CC

49. For example: Boeing Expectations of Leaders
Develop Yourself
Integrity
Judgment & Perspective
Continuing Learning
Communication & Influence
Adaptability
Develop Your Team
Teamwork & Collaboration
Vision & Alignment
Leading Change
Building Talent
Grow the Business
Customer Success
Flawless Execution
Business Knowledge
Adapted from Boeing Integrated Competency Model

50. For example: Boeing Competency Model
Business Leadership
Demonstrating Vision
Shaping Strategy
Aligning the Organization
Thinking Globally
Applying Financial Acumen
People Leadership
Inspiring and Empowering
Influencing and Negotiating
Attracting & Developing Talent
Fostering Teamwork & Collaboration
Building Relationships
Fostering Effective Communication
Operational Leadership
Using Sound Judgment
Driving Execution
Driving Continuous Improvement
Working Cross-Functionally
Personal Leadership
Adapting
Inspiring Trust
Leading Courageously
Driving for Stakeholder Success
Adapted from Boeing Integrated Competency Model
Copyright © 2002 The Boeing Company - All Rights Reserved CC

51. Promotion Criteria (1) Able to influence Autonomy (freedom to act)
Communications
Articulate in a variety of media and situations
Customers
Company
Superiors
Peers and subordinates
Demonstrated capability
Depth and breath of experience
Varied assignments
Different functional areas
Business divisions / units
Global / international
Project leader
Product development
Education
Innovation

52. Promotion Criteria (2) Interpersonal Impact Knowledge and expertise
How often
Impact if mistakes are made
Knowledge and expertise
Liaison
Who and what level are contacts
In group
Outside of group
In company
Outside of company
Problem complexity
Presentation
Skills and abilities
Type of experience
Value to the company (contribution)

53. Promotion Criteria (3) Leadership Leadership Organize people
Reach an objective
Develop enthusiasm for a cause
Maintain discipline
Deliver bad news
Make it happen
Develop people
Talent building skills
Decision-making
Leadership
Visionary
Collaboration
Within group
With other functions
With other divisions
External with partners
External with customers
Leader of:
Individual contributors
Project team
Leaders

54. What are the levels of management (at a Fortune 500 company)?
Chairman
CEO
Sr VP or GM
Global
Partners
VP of R&D
Product labs
Technology labs
Director R&D
Product groups
Technology groups
Manager, R&D
Design
Manager, R&D
Technology
Manager, R&D
Test
Manager, R&D
Support
System engineering
Design
Models
Reliability
Human Factors
Advance research
New technology
Intellectual Property
Acquisition
Academic liaison
Test and Evaluation
Regulatory
Compliance
Design review
Laboratories
Sustaining
Customer interface
Field Support
Manufacturing support

55. The Entry Levels Knowledge and autonomy are the key differentiators
Ph.D. Degree – Expertise of craft, project / skills integration, process / investigation ability, autonomy
Master’s Degree – Deep knowledge of craft, skills integration, project experience, refined process
Bachelor’s Degree – Knowledge of craft, some skills integration, limited project experience, some process

56. The Definitions Leader – one who is in charge or in command of others
Manager, managerial, management – handling of priorities, controls budgets and resources, directs the activities of a business
Technical – Special skill or practical knowledge especially in a technology, scientific, or business field
Project – an undertaking requiring complex task, concerted effort, and periodic reporting
Administrative – related tasks, activities, and projects associated with the performance of a specific function

57. Individual Contributor (Entry)
Work is directed
Projects are assigned
Decisions are approved
Typical assignments:
Component research
Parts selection
Interface design
Module design

58. Individual Contributor (Veteran)
Work is directed / autonomy dependent upon seniority
Projects are assigned
Decisions are approved
Typical assignments:
System engineering
Product architecture
Module architecture and design
Mentoring / guidance / supervision of entry level engineers

59. Mentor / Supervisor Work is divided among: No direct reports
Project
Technical
Managerial
No direct reports
Coaching includes technical development and project / process oversight
Maybe intermediate step toward management
May assign work / schedule time for technicians who reports to same manager
May work on several projects at the same time providing oversight and expertise to project engineers

60. Project Leader / Manager
Work is divided among:
Project
Technical
Managerial
May or may not have direct reports
Transition is occurring:
Less time with time
More time with other managers
Amount of technical work is deciding factor
At some point the technical work drops below 50 %

61. Manager / Executive Project Managerial Administrative / budget
Present / operational is focus of work
May or may not have profit / loss (P&L) responsibility
Manages a group of people in a particular function or with a specific product / technology specialty

62. Executive Responsibilities:
P&L
Product platform or product family or technology family
Product life cycle ownership – “Cradle to grave”
Product and technology strategies / roadmaps
More internal focus than external focus, but is aware of external happenings and impacts
More project focus than business focus

63. Senior Executive Administrative / budget Managerial
Strategic / external
Future / planning
Has a business focus – typically global responsibility
Strong technology integration – acquisition oriented to reduce cycle times
Responsible for several product families or related technologies for an industry segment

64. Words of Warning Good engineers are not inherently good managers
Challenge is to inspire difficult personalities
To work with you
To work as a team
Beware of management responsibility over staff that are senior to you, peers, “wanna bees” and personal friends
Understand when to accept the transition to management
Some should not do it at all
Some do it too early in their career
Everyone will not be happy as a manager
Everyone will not always be happy
Balancing work responsibility with personal responsibilities (family and personal time) is the key to success
If family problems, company responsibilities will add unnecessary stress and strain
You can always get another job, but not another family

65. Free Advice – What is it Worth?
Find a mentor
Seek advice form someone who has been there successfully
Read books on the subject to get a diversity of ideas and suggestions
Continue to Learn
Develop diversity and breadth of understanding in all aspects of your job, company, industry
Engineering, marketing, accounting, contracts and purchasing, supply chain, quality assurance, manufacturing and test
Test the waters to gain experience
Volunteer for leadership jobs in clubs and organizations
Very good on the job
Excellent networking opportunities
Build all different relationships
Advertises your reputation
Volunteer for unique projects – that no one wants – at your company and deliver a successful result
Always make sure you get credit and broadcast the news

66. Delegation is the Key for Success
Identify the reason that the task needs to be done
Define the objectives
Set the priority and urgency
Identify and define decision-making scope and authority
Define the problem to be solved
Define what success looks like
State when progress reports need to be submitted:
To whom, when, how
Explain how you will guide, monitor, and take corrective action
Identify resources: people, time, budget
Define who is impacted
State what happens after the work is completed
Define the standards for quality

67. Conquer the Fear Fact: You delegate, you lose control
Guide, monitor, and correct – don’t tell them how to do it
Learn to trust by asking questions
Ask for a plan
Think of all the things you got away with…they are not stupid…you need to watch…and keep them on track
Don’t be insulting…but manage as you would guide children

68. How to get Promoted
Manage expectations (customer, your management, family and friends
Pick the right people for your team
Probably the most important aspect of the job
Learn how to read personalities and in an interview
A position is better vacant than filled by the wrong person
Remove deadwood
Learn to communicate effectively with a wide range of people
Written, oral, briefings, presentations, impromptu opportunities
Earn respect; don’t expect it to be given to you
There is no substitute for integrity
A reputation can be lost in seconds that has taken years to be built

69. What is the Real Truth?

70. NAY

71. It is Not About YOU It is about what you have done
It is about who you are
It is about how people relate to you
It is about how who you know
It is about how people feel about you
It is about how often you SMILE

72. Don’t let your career stall before it gets off the ground
Decide to feel differently about your job
Be empathetic, rather than linear
Be clear on where you want to be
Visualize the path forward
Do an outstanding job in your current position
Be passionate and do exceptionally well
Market yourself within your company
Market yourself by marketing everyone else
Redouble your efforts to develop relationships with new people
Meet with others to listen and learn about them; once every two weeks is 26 new people per year

73. Job Promotion is About Relationships
It is about getting it done through people
It is about knowing who you can depend upon to get it done for you
It is about knowing who to call to get the information
It is about knowing who to call to open the door
It is about knowing who you can trust

74. In Summary Perform your work beyond reproach Form real relationships
Lead by example, not dictation
Ask questions and listen
Take risks and make mistakes
Pick people and take care of them
Set goals and inspire
Keep smilin’

75. Parting Quote
“Few have the primary imagination…the ability to give initial impulse, and the unselfishness to withdraw and let others take credit…This is of course the great secret of getting things done in the world”  
— Harvey Cushing