Seven Reasons ALL Engineers Need Leadership Skills

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Seven Reasons ALL Engineers Need Leadership Skills

Gary C. Hinkle - President, Auxilium, Inc.

Engineers need to be influential. Regardless of years on the job, engineers should play a significant role in driving innovation that will benefit customers and increase profits.

From the earliest stages in their careers, engineers are expected to lead projects and teams, and to bring new ideas to fruition. Senior-level engineers are expected to lead large, complex projects; to drive innovation; and to provide guidance for their less experienced peers. Excellent leadership skills are necessary to effectively execute such responsibilities.

Engineers are trained to innovate, but unfortunately, many have not learned the skills necessary to influence others and to move their ideas forward for the benefit of their companies. Managers are generally able to drive progress, but they can’t get into the minds of every engineer to harvest all of their ideas.

Engineers, then, need to know how to articulate their thoughts so others will be inspired to build on them. They need to learn how to drive projects and ideas to create innovations that customers will value. While not every engineer will be the next Thomas Edison, every engineer can aspire to accomplish great things that customers will value. Engineers who don’t have these goals need to ask themselves “Why not?” Every manager who isn’t encouraging their engineers to have high aspirations should ask themselves the same question.

Here are seven reasons why engineers need leadership skills:

Technical acumen alone is not influential.

Those who are influential with only technical know-how are probably technical "gurus," but their influence is limited. Not many can achieve guru status, but regardless, would you rather be a guru with – or without – the combination of business acumen and interpersonal competencies that make a great leader?

Leadership is not just for managers.

Leadership and Management are different skill sets. Some leadership experts might argue this point, but most agree that leadership has little to do with "management." Managers generally should also be good leaders, but it's not always essential. Strong leaders often aren't suited to be managers, and forcing a strong leader into management can be counterproductive.

Engineers lead projects.

Even engineers who aren't "Project Leaders" provide a certain amount of direction, and they need to influence others to help get their work done.

Engineers should guide less experienced peers.

Guidance is direction, one of the three basic definitions of leadership (the other two are influence and authority).

Engineers need to help their managers' businesses to be successful.

Strong leadership skills throughout a manager's organization helps to facilitate good management. You may not be inspired to help your manager be more successful as an individual, but you must be dedicated to help your business achieve success. If not, find another job.

Engineers need to know how to influence the decision-makers in their organizations.

Engineers understand technology better than non-technical managers and they understand the details better than most technical managers.

Everyone should be interested in building character.

Leadership is very much about character, and a little bit about "skill." People listen to people who have integrity and who apply it well on the job.

Leadership Skills for Engineers and Technical Professionals

1-day Workshop