FROM technologist TO MANAGEMENT

- A PROGESSIVE JOURNEY

What is technologisting• the application of

science and mathematics by which the properties of matter and the sources of energy in nature are made useful to people

• the design and manufacture of complex products

• Technologists are comfortable with technology and trained in problem solving.

• They are seen as being curious an and enjoy discovering how things work and solving problems.

Personality of a Technologist

Personality of an TechnologistThose who stereotype technologist generally see them as intelligent, logical, introverted but with poor communication skills and dress sense.

•They use logic to examine ideas and develop theories and explanations.•They like science.•They are perfectionists who are always looking for better ways of doing things.•They like order and structure.•They enjoy discussion, debate (and arguing), about their topic.•They often have a good sense of humour.•They commonly want to help solve the world’s problems.

There are also an assortment of characteristics which are less easy to like. •They may be unimaginative outside their own field, (so-called tunnel-vision).•They may have poor social skills and be insensitive to the feelings of others. Diplomacy does not come to them naturally.•They are uncomfortable with vagueness and ambiguity.•They may focus on theories and be reluctant to consider conflicting data.•They can be impersonal and reserved and may take little interest in other people.•Sub-optimal communication skills

Personality of a Technologist

Leonid Brezhnev - leader of the former Soviet Union, (Metallurgical technologist)

technologists in Leadership Positions

Roberto C. Goizueta - former chairman and chief executive of Coca-Cola (Chemical technologist)

John F. Welch, Jr. - chairman and CEO of General Electric in 1981(Chemical technologist)

Douglas Orane - Executive Chairman GraceKennedy Limited (Mechanical technologist)

technologists in Leadership PositionsJamaica

Peter Bunting MP, co-founder and former Chairman of DB & G (now Scotia DBG) (Mechanical technologist)

Richard K. Powell, President & CEO Victoria Mutual Building Society (Civil technologist)

technologists in Leadership PositionsJamaica

Peter Melhado – President & COO of ICD Group (Mechanical technologist)

Vincent Lawrence– former Executive Chairman of the UDC (Civil technologist)

Andrea Dempster– MD Bookophilia (Civil technologist)

technologist and Management

Senior Managers who have technologistic background tend to be more acknowledged for their management skills than their technologisting background

Staff technologisting

1st Line Management

Middle Management

Sr. Mgt.

Traditional Career Model

The Career “Pyramid”

Great Stake in being the “WISEST”

Great Stake in being the “BRIGHTEST”

Comfort (Superior – Subordinate)

Competence

Trade-off between

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Which Career Path Should I Follow?

Technical

Management

OtherIs it possible to do “Technical”

and “Management

The higher the technical quotient of the entity the more the importance of

straddling both

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A technologist - Challenges to Becoming a Successful Manager

Technical Competence

Communications

Business Skills

Management SkillsMotivation

Performance Evaluation

People (or Interpersonal) Skills – A Special Challenge

Important Attributes of a Good Manager

People should know what you stand forHonesty (When mistakes are made, admit it!)

IntegrityGood People Management Skills (be

prepared to deal with human resources issues)

Reliability (when you say that you are going to do something, DO IT!)

Boss for everyone (“equity” across the board)

Lead by example (don’t ask your staff to do something that you wouldn’t do)

Strong Fortitude (Bad things can happen to good people)

Ability to divorce personal feeling from professional obligations)– Not only work with those you like (not everyone you work with

has to be your “bar” friend)– Inspite of ones personal preference, need to professionally

deal with everyone Ability to create an environment where people go to work

to achieve something (not to prevent something, as often occurs in the public sector)

Important Attributes of a Good Manager

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Technical Skills

Interpersonal Skills

Administrative and Conceptual Skills

2nd Level(Middle Managers)

1st Level(Supervisors)

3rd Level(Senior Managers)

Management Levels & Skills Mix

As organizations evolve to reflect their business environment -- the skills mix is also changing for the organization’s managers

technologist to Manager - Filling the Gap

You know you are ready to make the leap from technologist to manager when you feel like you are looking for something more you want to contribute on a larger

scale. Important to develop the

attributes of a good manager (know what you stand for, honesty, integrity, people skills, etc)

Adopt the logical, structured thinking (rather than anectodal) into approach to management

Technical Training Establish solid base (formal & intensive

technologisting preparation and practice Some 7 years of good technologisting practice

Formal Management TrainingOn the Job Training

technologist to Manager - Filling the Gap

• You have to look at the big picture when you become a manager – Look at the forest not the tree– Don’t get over involved in detail– Try to get your employees to understand & share the big picture

• Distance Yourself from Previous Responsibilities– Do not meddle with work of those reporting to you– Distance self from last position and (provide opportunity for those

practicing the technologisting function to develop) • Develop a New Perspective on Management

– See task as working with subordinates rather than subordinates working for them

• Seek advice from other leaders that have transitioned from technologist to manager.

technologist to Manager - Filling the Gap

• Had early exposure to technologisting – Civil technologist– Worked with Ministry of Health and NWC

• Management Training– MBA– Management short courses

• Straddled the two disciplines

Personal Experience

• Management needs to look at the big picture– The financial health of the enterprise is critical– Recognize that technical solutions has human and

financial implications– Addressing Human resource issues– Bringing technologistic discipline to commercial

activities• Bilateral and Multi-lateral relations– Require optimum mix– Issues are more than technical

Personal Experience

• Dealing with and Managing the political directorate– MPs want water provided to particular

communities– Management will be concerned about scheduling

and impact on budget – where best spent the last dollar

Personal Experience