I shared one of my points over linkedin, but here I want to discuss the technical depth, it should be there no question. But so many managers they forget they should use the technical capabilities just to facilitate making decision not to come up with the solution. How do you deal with strongly opinionated manager with very solid technical skills?
Ideas win by their own merit irrespective of their source. Also, managers should not be managers if they cannot cope or assess when they should let the team make decisions and when they should step in. A lot of the hardships come from the lack of training for people promoted into management positions, especially those with an engineering background. Going into management for the wrong motives is also a recipe for not so great outcomes.
That's it. Foremost, it's something natural, you need to be good dealing with people first to be a good manager. I know a lot of engineers (maybe smarter than the manager) but they can't handle with people and decisions. That's the difference.
I don’t think it’s something natural. These are skills that can be acquired with intentional and guided practice. Anyone can become a good leader. Nothing from this list is stuff you are “born” with. As with everything, some will have an advantage from the get go, but that has no bearing on the ability to attain high levels of proficiency in management and leadership.
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@@abedalrahmanelghali8541 do you they cost you extra those thumbs up? Add at least a couple more 😂
I shared one of my points over linkedin, but here I want to discuss the technical depth, it should be there no question. But so many managers they forget they should use the technical capabilities just to facilitate making decision not to come up with the solution. How do you deal with strongly opinionated manager with very solid technical skills?
Ideas win by their own merit irrespective of their source. Also, managers should not be managers if they cannot cope or assess when they should let the team make decisions and when they should step in. A lot of the hardships come from the lack of training for people promoted into management positions, especially those with an engineering background. Going into management for the wrong motives is also a recipe for not so great outcomes.
That's it. Foremost, it's something natural, you need to be good dealing with people first to be a good manager. I know a lot of engineers (maybe smarter than the manager) but they can't handle with people and decisions. That's the difference.
I don’t think it’s something natural. These are skills that can be acquired with intentional and guided practice. Anyone can become a good leader. Nothing from this list is stuff you are “born” with. As with everything, some will have an advantage from the get go, but that has no bearing on the ability to attain high levels of proficiency in management and leadership.