Hello Cabe,
Your outlook on life is way too negative for me - look on the bright side !!!!
Ask not for examples of management screw-ups, bailed out or not by the heroic efforts of engineers, but instead look for those examples where inspired leadership has achieved great things for both company and employees.
I've been on both sides of the fence, being an engineer and running a company employing several engineers. For the last 9 years I have worked on my own as an independent engineer.
I have worked with some great engineers, managers and sales people - none of them perfect in every way but I've found I learn much more by looking for what people can do rather than what they can't.
If your boss or customer doesn't see things your way is it because he's wrong or you're wrong - or perhaps you are not making the effort to speak his langauge. When your colleagues don't understand (on a regular basis) perhaps you need to explain better.
I rather like managers - they get to look after all the boring stuff I hate like getting the floors swept and the bins emptied !
Hi Michael,
You are right in your way. You have been on both sides of the fence. You understood the dynamics and then set up your organization with the set of engineers who had your desired skill and who could perform what they are expected of.
But, think of an ongoing organization where in difficult times(maybe for whatever reasons) the cream performers have left for greener pastures, and new are recruited to meet the immediate vacuum. Getting the right kind of people is often taxing in terms of time and effort. Pressure is built-up on the existing lot to perform.
I think Cabe is referring to this. People who remain behind have their own seats to save. In the bargain, the average performers get targetted leaving behind the residue.
Think over.
Regards,
Thomas
Hi Michael,
You are right in your way. You have been on both sides of the fence. You understood the dynamics and then set up your organization with the set of engineers who had your desired skill and who could perform what they are expected of.
But, think of an ongoing organization where in difficult times(maybe for whatever reasons) the cream performers have left for greener pastures, and new are recruited to meet the immediate vacuum. Getting the right kind of people is often taxing in terms of time and effort. Pressure is built-up on the existing lot to perform.
I think Cabe is referring to this. People who remain behind have their own seats to save. In the bargain, the average performers get targetted leaving behind the residue.
Think over.
Regards,
Thomas