Engineers recognize that leadership involves many,
many things beyond just technical details. Perhaps they feel that they should
stick with what they know rather than branch off into the grey goop of people
interface. But, especially in engineering companies, engineers who advance to
executive leadership can make a big difference.
Did you know that very few company CEOs are
engineers? Even in technology companies the top gun is typically a Marketing
person, followed (in order of probability) by Finance, then Sales, then
Operations (manufacturing) and then Engineering. I’m an engineer, so I feel I
can discuss these things frankly and directly, for and about engineers.
The engineer’s image
After decades of leadership which goes far beyond
software and technology, most people still see Bill Gates as a “nerd”.
Sure, he may have generated a lot of respect and even admiration for the
reclusive “geek” who spends most of his spare time peering into computer
screens and clicking at keyboards. But, he’s still considered a techno weirdo.
Engineering has an image problem. Surveys show
that the public is not really aware of what engineers do, beyond being involved
in construction of machines and buildings. School students tend to think of
engineering as being a job concerned with objects and gadgets rather than
people. And you know what – those ideas start with engineers themselves. That’s
their self-image.
There are virtually NO engineers in politics.
Somehow, engineers feel that cannot have any big impact, and so they shun the
political scene. And so, even in this technology driven age, important things
like science, energy and education are abandoned to lawyers who dominate the
political scene.
Leadership starts inside yourself
Early in my career as an engineer, I was as
frustrated at the lack of leadership around me. Most people seemed happy to be
part of success, but did not take responsibility when things went wrong. Then I
realized that, directly or indirectly, I was part of the problem. Instead of
kicking back to blame others, I started to find ways to become part of the
solution. I started taking responsibility (another word for blame) – and got
promoted. I discovered the truism, “I looked for a leader, and found myself!”
Engineering is a detail-orientated job. The design
of products, especially those that are manufactured in high volume, entails a
host of details that must be integrated. And so engineers are usually narrowly
focused, trusting in the old adage, “build a better mousetrap, and the world
will beat a path to your door!”
The truth is that the best mousetrap does not sell
itself. It has to be designed for volume production, produced in volume, at good
margins, marketed to the public so that everyone knows it’s available,
distributed to every possible sales outlet, returns collected and a healthy
profit generated. Make sure that all is done, and you’re a good engineer.
Guru Advice
It takes more than good engineering to develop
good products. I remember the advice John Fluke (founder of the instrument
company Fluke, now part of Danaher) gave me: “Good people make good products
which make a good profit.” The product has to sell (customers have to need
it and buy it), at a good price (customers must prefer it over other
alternatives), at good profit margins (produced at sufficiently low cost), with
good quality.
To many engineers, Hewlett Packard is the ultimate
engineering company. It was started by two engineers, Bill Hewlett and Dave
Packard in the proverbial garage. Seeking guidance from the gurus, I made the
pilgrimage to HP. I simply telephoned, was a little persistent (“Why do you
want to see Mr. Hewlett?” barked the dogs) and found it remarkably easy to
connect with the big guy himself, “Sure, when would you like to come?”
I tell you, this visit with Bill Hewlett made a
big difference in my life. We sat and talked like two engineers. I rattled off
my questions: When did HP start? What was their first product? How did Hewlett
and Packard share responsibilities? When did they hire their first Accountant?
Bill Hewlett (“Call me Bill.”) put his feet up on a coffee-table and
answered like a friend.
I ended up asking, “What is your key advice?”
His response, “Understand the numbers.
Engineers forget things like margins and profit. If you don’t control those
things, someone else will.”
Dave Packard walked in, and Bill introduced me as
if I was a close friend, “Jim wants to start his own company, and he’s
picking our brains today.”
Dave Packard was a big guy. He didn’t sit, but
smiled, “OK, shoot…”
I was quick, “Mr. Packard…” I started (and
he interrupted, “Call me Dave.”). “Dave, what is your advice for an
engineer who wants to start his own company?”
Dave Packard’s response was immediate, “People.
Without good people you have nothing!”
I floated away from Palo Alto, California on a
carpet of entrepreneurial dreams. I looked for leadership, and found myself.
Broaden your perspectives
Too often, a good engineer will want to tweak a
product to provide additional features and functions, without any view of what
the customer really needs. “I can make it do this, at pennies on the dollar.”
But, too many bells and whistles may simply confuse the customer.
In engineering parlance, successful products are
developed through “total concept engineering”. Success demands a much
broader perspective, multiple skills – marketing, sales, operations, finance,
etc.
If you are a technician, or engineer, and want to
move ahead in your management career, you need to be constantly re-educating
yourself in other disciplines. If you’re working for a good company, they will
encourage you to move to other departments, to help give you a broader
perspective. If they don’t allow it, you’re in the wrong company – find another
employer.
Move to product applications, to talk with
customers about how they are using your company’s products. Go out with sales
people, to talk with customers and find out what they are doing with current
products. Go find out what improvements customers want – it’s simple, ask them!
Most customers are quite happy to tell you about their pet peeves. Some of the
best products I ever designed did not originate in the Lab – they were based on
ideas that came from customers! When those products were introduced, those same
customers felt a sense of involvement, and they’d buy.
After a stint in Sales, move to Marketing. Start
writing leaflets, and application notes. Do some product-comparison analyses, to
find out how your products stand up to the competition.
When you’re ready, start rooting around in
manufacturing, to investigate costs, overheads and margins. Do a stint in the
stockroom, to find out what’s on the shelves.
Go talk with Accounting. They’ll be surprised, but
should be pleased that an engineer is actually asking about things like margins
and overhead. Study your company’s balance sheet – if it’s a publicly-held
company, you should have easy access – if it’s not, it wouldn’t hurt to ask.
Keep moving, to make sure you re-invent yourself
and your business on a daily basis. Finally, in the word of Andy Grove (former
Intel chief, himself an engineer), "Only the paranoid survive". Hey! When
you understand that statement, you’re ready to lead...
Related links:
***
Jim Pinto is an industry analyst and
commentator, writer, technology entrepreneur, investor and futurist. You can
email him at:
jim@jimpinto.com. Or look at his poems, prognostications and predictions
on his website:
http://www.JimPinto.com
. Read extracts from his new book, “Automation Unplugged” at:
http://www.jimpinto.com/writings/unplugged.html
