Leadership for Engineers teaches skills needed to lead projects, drive innovation, and influence others in an engineering role or similar technical role. Participants learn the differences between leadership and management and how to develop specific leadership abilities that are important to engineers and technical professionals. The most important leadership traits that apply to engineering and technical project leadership responsibilities are emphasized. Participants engage in exercises that assess their individual leadership abilities and provide guidance for further development.

Case studies and real-life examples illustrate how the principles apply on the job. The Leadership for Engineers case studies and examples are drawn from a broad range of product development team environments at small, medium, and large companies serving many industries. You will also benefit from the instructor’s direct experience contributing to successful engineering projects for over 25 years.

Leadership for Engineers enables you to:

• Become more influential
• Improve ability to lead projects and teams
• Identify leadership development goals specific to your needs
• Get more support for ideas that will benefit your company
• Build rapport with managers and peers
• Improve team communication

Agenda

What is Leadership?

• Characteristics of a great leader
• Influence without authority
• How leadership facilitates good management
• Leadership myths and misconceptions

Leadership Challenges in Engineering Environments

• Understanding your audience
• Perception about benefits
• Getting support for new ideas
• Understanding management’s perspective
• Case Study: “Wasting Time on Documentation”

Leadership vs. Management

• Leadership and management call on different abilities
• Warren Bennis’ perspective
• Management skills relevant to all engineers
• Self-assessment part one

Communication Strategies

• Becoming a better listener
• Fulfilling interests and engaging your audience
• Inspiring action
• Addressing diverse communication needs
• Communicating a vision
• Goal-oriented communication

The Art of Influence

• Opportunities for building rapport
• Building rapport with managers
• Helping others to see your view
• Give, take and compromise
• Self-assessment part two
• What to influence?
• Three important objectives
• Action plan

Dealing with Conflict

• Range of conflict
• Constructive, healthy conflict vs. destructive behavior
• Engaging conflict avoiders
• Ideal conflict model for innovation

Building Trust and Respect

• Overcoming teamwork obstacles
• 20 elements of trust and respect
• Maxwell’s Five Levels of Leadership
• Case studies
• Self-assessment part three
• Development plan