Teaching Teamwork to Engineers

Teaching Teamwork to Engineers Teaching Teamwork to Engineers Engineering has never been more competitiveemerging from the recession, engineering firms are leaner than ever and accustomed to achieving more with less, satisfying more demands from clients, and meeting shorter deadlines. What else can an already-lean company do to operate even more efficiently and gain a competitive edge?The answer is gruppe-building.Many engineers have told me that academic achievement in high school led to increasing specialization in college, graduate school, and continuing professional education, indicates management psychologist Paul Powers. The intensity of this training regimen leaves little time or energy for the study of such topics as interpersonal communication, group dynamics, or organizational development. This carries on into professional life and it is a rare engineer who, in preparation for a management position, spends as much energy learning people management as project management.Thom as W. Smith manages courses on kollektiv leadership at the University of Wisconsin-Madisons Department of Engineering Professional Development. We address team participation in our graduate programs and many of our technically oriented short courses contain modules or messages on team function, says Smith.Although there are plenty of strategies and exercises that are hyped for building a team-building culture, they will largely be ineffective without a foundation of clarity of purpose and clarity of responsibility. This is absolutely essential for successful team building, says Smith.Multiple RolesThe goals and objectives of the team must be stated in measurable terms and directly related to the organizations mission, vision, values, goals, and objectives.Team members must understand how the teams performance will be measured, adds Smith. In a project team, this relates to the team charter in a staff team, this relates to stated team objectives.This often results in dual rolestypica lly one functional and one technical. Team members must understand both these roles and how their individual performances will be measured in relation to the teams performance.Building clarity of purpose and responsibility takes strategic planning and operational planning, says Smith. Supporting and assuring team performance is an exercise in management. The team needs tools and resources in addition to direction.Management TrainingManagement training is essential for most engineers, especially those who are suddenly promoted from their technical positions to management roles.The engineering organizations I have worked with do a fine job of technical and project training, Powers says. Unfortunately, management training seems to often fall farther down the priority list.Team managers are, in many cases, expected to zupflmmel up the skills they need on their own. They have little opportunity to sit, discuss, and think through current management issues, approaches, and challenges with their peers, says Powers. If a team approach is desired, the entire coaching staff must have the opportunity to develop their skills.A level of understanding and trust is also required for maximum team performance. Team members need to be aware of the personal traits, values, and needs of their colleagues. Team leaders must also provide an environment for trust and assure fairness.One way to do this is through performance management.Regular performance evaluations that provide feedback and input from multiple sources is a significant new trend in the performance review process, says Powers. Even the best evaluation, however, cannot take the place of the occasional coaching session and on-going performance feedback. If you want to build a team you must interact with your players regularly, get to know them intimately, and recognize that even the most winning player needs occasional coaching.Hiring team players is a longer-term approach for building a productive, team-oriented culture .Traditional staff selection stumbling blocks (like the halo effect and the clonal effect) can be overcome with professional, psychological assessment processes, indicates Powers. Improving organizational interviewing processes and securing and evaluating job candidate reference data are also critical.Ultimately, program and project failures are most often related to poor team foundations.Engineers are analytical by nature and will be quick to react to any effort to layer team-building exercises on a shaky foundation, says Smith. They are, however, trained to work hard to deliver a product and will work hard to bring a project home, even under adverse conditions. This may save the organization some embarrassment, but will not improve productivity or the chances for the next team.Effective team building cannot be achieved overnightit takes time and commitment to establish the right strategies.There is no silver bullet, Powers concludes. Team building is an ongoing process, not a sing ular eventwho better than an engineer to understand that something worth building takes time, brains, energy, and commitment to something that will last?Mark Crawford is an independent writer.Engineers are analytical by nature and will be quick to react to any effort to layer team-building exercises on a shaky foundation.Thomas W. Smith

Six tips for surviving a marathon workday

Six tips for surviving a marathon workdaySix tips for surviving a marathon workdayThere are days where you slip into work at 9 am andget to head out before 5 pm and then there are ones where you leave a little after dawn and get home well after nightfall.Welcome to the marathon workday. Here are six tips for surviving the longest one ever.Get some shuteyeIf you roll into bed super late the night before an especially long day, chances are, youll roll out of it feeling both exhausted and angry with yourself.So make a real effort to get to sleep at a reasonable time the night before. If that means you have to plan out what youre wearing a few days ahead, do so. This will give you more time to plan out the logistics and do other preparation.Scale down as much as possibleDo you usually carry a heavy bag or backpack to work? Try to pare things down as much as you can - pack a smaller wallet, travel size items and leave what you dont need at home.You might have a long day ahead, but hey, at least youll physically feel a lot lighter.Pack extra snacks and chargersThis can come in handy during botha super crowded commuteand a marathon workday.So be sure to slip extra snacks and chargers in your bag before you leave the house. This way, you wont be stranded with nothing to eat andno power.Plus, if you dont have an external charger lying around, theres nothing wrong with bringing your actual one with you in case your battery dies.Wear clothes and shoes that you can spend a whole day inDont spend the day in anything that feels too restrictive. If you do, your discomfort will probably eat away at you after a while.Instead, wear clothes that feel both comfortable and empowering, and the right shoes for the occasion. Ladies, dont forget the oldest rule in the stylebook keeping an extra pair of flat shoes on hand if you have to wear heels. Youll be glad you did.Write things down or you might just forget everything you have to do that dayWhether youre into pens and paper, or lists on your phone or laptop, it pays to write things down. Its one of the best ways to make sure nothing slips through the cracks. Carry your task list with you and youll be in good shape.Listen to your favorite podcast and/or musicIll be the first to admit that Im obsessed with podcasts.So much free, interesting audio is available to listen to online.So use this to your advantage When you feel your energy begin to dip, put some headphones on and start listening away. If youre a groupie of a specific podcast, the hosts energy and conversation are sure to pique your interest as the day drags on.But if music is more your style, feel free to tune into that instead. Either way, youll probably feel a lot more motivated than you were moments before. After all, research has found that pop music boosts productivity, according to office workers.Good luck

Introduction Etiquette for Business Men and Women

Introduction Etiquette for Business Men and WomenIntroduction Etiquette for Business Men and WomenBusiness etiquette rules for introducing people in a geschftliches miteinander setting are not much different from the accepted customs of partal introductions in a social setting. Unfortunately, the rules of introduction are not so straightforward and simple as one might think, and who you introduce first does matter. For example, in most social settings in the U.S. (and in fact, worldwide) it is mucksmuschenstill considered customary and preferred for women to be introduced to men (instead of men being introduced to women). But as women achieve mora equality, this rule is changing, particularly in the U.S. geschftliches miteinander world. Situations Social and Business Introduction Rules Are the Same In both business and social situations, you should always introduce Younger people to older people.Junior-ranking professionals to senior-ranking professionals.Business contacts and st aff to clients.Personal acquaintances and family members to business professionals when attending a business function.Guests to their hosts. In other words, as a show of respect introduce those of a lower status to those of a higher status whether that means a social or professional status. As antiquated and unfair as this may sound, this protocol for introducing people is still considered socially acceptable (and often expected) in the U.S. and many other countries. Avoid Discrimination It is important to note that under no circumstances should you use introduction rules to socially define people of another race, color, religion, or sexual preference as a someone of a lower status. To do so would be purely inappropriate and discriminatory. The purpose of designed introductions is to show respect for the presumed social order based on position or accomplishment, and not to demean or classify other people as being inferior. Social Protocol for Introducing People in a Business Situation In a business setting, always introduce people by saying their title and full name first, and then follow with a brief, interesting, or relevant piece of information about the people you are introducing. For example, when introducing Sally Rider, one of your advertising and marketing managers, to Dr. Jennifer Wilkins, a business client, introduce Sally (asubordinate employee) to the senior professional (in this case, the client) Dr. Jenkins, this is Sally Rider, our topadvertisingand marketing executive who will be personally handling your account with us. Sally, this is Dr. Jennifer Wilkins. She heads the womens education department at theAdvanced Institute for Business Women. Dr. Wilkins is interested in new ways to market their education programs to women. If the person you are introducing has no title, you do not know her title, or it would seem too formal for a particular setting, you can offer her name first but still follow with information about what she does. How to Respond to an Introduction When someone has just been introduced to you, your response should be genuine, short, and simple. You should also repeat the persons name at the end of your greeting. Repeating the name of the person you were just introduced to serves two purposes it shows polite respect, and it helps you to remember the persons name. You can also add a brief comment about the person (not about yourself) For example It is so nice to meet you, Dr. Wilkins. I have followed your work for years with much enthusiasm.It is wonderful to finally meet you, Dr. Wilkins. I look forward to working with you. How to Respond to an Introduction If You Dont Know Their Title If someone was introduced to you without reference to their title (i.e., Doctor, Mr., Mrs., Ms., etc.), you have to use some common sense in your reply. Your response should take into accountwhyyou are being introduced. Is the introduction a social courtesy or intended to connect you with the purpose of esta blishing a new relationship? In most cases, introductions as a social courtesy demand a more formal reply (using titlesand last names), while introductions to build business relationships between people of equal status can generally be more relaxed. For example, if you are being introduced to someone you might work or partner with or someone who is of equal social or professional standing you can use their first name in your response Its a pleasure to meet you, Margaret. If you are being introduced to a potential new boss or someone that is or will be your senior, be more formal and add their title Its a pleasure to meet you, Ms. Dixon. If in doubt, or the introduction is being offered as a courtesy or is very formal always add a title. This shows respect and allows the person being introduced to decide whether or not they want to be on a first-name basis with you. How to Respond to Being Formally Introduced to Business Men Simply add Mr. in front of their last name. For example , if John Smith was introduced to you, an acceptable response might be, Its an honor to meet you, Mr. Smith. How to Respond to Being Formally Introduced to Business Women Always go with Ms. if you do not know the marital status or title of a woman. Incorrectly using Mrs. offends some women, whereas calling a woman Ms. (even when incorrectly used) is not nearly as offensive. Never address any woman asMiss unless she has specifically been introduced to you as Miss.