Project, product, and engineering managers have exciting careers in which they make a real difference in their organizations and communities. Yet, many managers do not initially plan a management career. Instead, engineering and business majors in college learn technical skills such as fluid flow, thermodynamics, and accounting. After years of working as a technical expert, individuals may suddenly be promoted to management ranks. How do you transition from a technical role into a management position?
The LPU Model
The LPU Model (Learn-Practice-Use) describes how an individual can gain new skills. (For more information on the LPU Model, please see CLOmedia.com, Sept. 2016.) It is a helpful resource for technical experts transitioning into management roles. Many of the technical skills that created success as an individual contributor will not serve you in a management position. In fact, many new skills, as explained below, are necessary for success as a manager.
The LPU model started with learning. New managers must learn a whole set of new skills to be successful. Learning can occur on-the-job, through mentoring and coaching, and via formal training. As with all learning, a new manager needs to access skills and knowledge training when s/he needs it. Usually a new skill is best learned when a manager has the opportunity to practice the skill.
Practice (“P” in the LPU Model) of management skills can be conducted in low-risk environments. Many face-to-face courses and workshops allow new managers to role play and engage in other activities to develop their new skills. While the situations in a training course may be somewhat artificial or may not reflect the industry in which the manager works, the opportunity to practice a skill builds confidence in how to approach a real-life situation. Consider that major league baseball players spend hours and hours drilling. While he may not encounter a fly ball to outer right field with the bases loaded in a real game, he has practiced the paly enough to know how to respond if the situation does occur.
Finally, a new manager will use the skills that s/he has learned and practiced. This is the “real ball game.” In using our skills consciously, we will evaluate how effectively we’ve deployed the skill and can make adjustments the next time a similar situation arises. Analyzing whether the skill was used at the right time and in the right way (teaching) leads to continuous improvement. It is also helpful to have a mentor or coach who can provide feedback on the use of management skills in new situations to frame further learning.
Management Skills
Employing the LPU Model can help a new manage learn, practice, and use new skills. But, what skills does a new manager need? And how are these skills different than those utilized in technical positions?
Delegate
First, a new manager will need to learn delegation. This is perhaps the most difficult challenge that faces a 
technical expert transitioning from an individual contributor position to a management role. It is likely that you were promoted because of demonstrated expertise in your chosen technical field. Yet, you are new in a position to motivate and monitor the team’s work, and not to do the work.
There are dozens of acceptable ways to perform engineering design or write software code and deliver a working product. A new manager must accept that his/her preferred style may not be the same style as the team member doing the work. New managers must be able to effectively delegate technical work and review the work only for completeness, not style.
Communication
Next, a new manager must learn to communicate and share information with a wide group of stakeholders. Previously, in a technical role, you simply needed to explain the solution to a problem, indicating risks or quality concerns to your boss. Someone else ultimately made decisions. Now, as a project, product, or engineering manager, you are making these higher level decisions and communicating the impact of decisions to others.
Communication for managers goes upward, downward, and sideways. Decisions and problems must be explained to upper management. Information regarding project activities, schedule, and cost is shared with customers, clients, and the team doing the work. Finally, managerial work cuts across functions so a new manager will be communicating with other departmental and project managers on a regular basis. Learning effective oral and written communication skills will be crucial to succeed as a new manager.
Time Management
Another important skill for project, product, and engineering managers is effective time management. Technical experts often feel as if they attend too many meeting, taking them away from their important design work. Yet, the typical schedule of a manager has him/her running from meeting to meeting. While this is not to say that there are too many meetings in the corporate world today, meeting are used as a primary communication tool in many organizations.
Thus, a manager will need to learn effective time management skills in order to better administer a much busier schedule. Time blocking is one technique that allows a new manager quiet time to invest in continued learning and strategic thinking. Note that effective time management also includes balancing personal and professional needs. A new manager will need to spend time learning the new job, but s/he cannot neglect family, friends, or fitness. Include time on your calendar for the gym, hobbies, and vacations to recharge your soul.
Becoming a Successful Manager
New project, product, and engineering managers are often identified and promoted based on demonstrated technical expertise. Yet, many people find the transition from technical expert to supervising manager challenging. Just as you needed to learn theories and practices in engineering or business school, new managers must also learn new skills. Following the LPU Model will ease this transition.
Some of the important skills new managers must learn, practice, and use include delegation, communication, and time management. New leaders should practice these skills in low-risk environments, such as training labs and workshops. This allows a new manager to refine his/her new skills so that when a real-life situation arises, he/she has the confidence to deploy the right tools at the right time.
If you have questions about existing or upcoming certification or PDH courses with emphasis on project, product, or engineering management, please contact us at info@simple-pdh.com or by phone at 281-280-8717.
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