Jim Williams, author of Art and Science of Analog Circuit Design, has noted that development time remains the same, even though the number of features per device continues to increase.
A discussion ensues about the advantages and disadvantages of complexity in engineering design.
In his book, The Black Swan, author Nassim Taleb discusses why it is so hard to anticipate what will go wrong with a process or system.
Jeff quizzes Adam about intersections, highway design, and asphalt durability.
Chris and Jeff discuss leadership issues with Jim Stroup, author and management consultant, in this episode of The Engineering Commons podcast.
Jeff and Chris didn’t receive much leadership training in their engineering classes. Jeff picked up his knowledge on the job, while Chris benefited from some training in high school, and a program offered by his college fraternity.
Engineers tend to feel that leadership activities are not a core part of their duties, even though they spend a lot of time collaborating with, and overseeing the work of, others.
Having spent a good portion of his adult life in the U.S. Marines, Jim has been exposed to a wide range of leadership issues, and he moved into management consulting after retiring from the military.
Jim’s book makes the case that true leadership emerges from the individuals within an organization, rather than being handed down from the top of the organization.
When working with executives, Jim finds that initial problem statements rarely capture the core issues that need to be addressed. Does this sound like an engineering assignment you’ve recently faced?
Stories of “hero” leaders, with mythical powers, are promoted in the media, as it makes for a more dramatic narrative than describing how hundreds of nameless employees may have toiled away for years making the organization a success.
Individual leadership is the notion that leadership descends through the organization, emanating from a single person. Our guest finds this an untenable concept, as significant leadership capabilities are found at every level of an organization.
One of the best examples of an individual leader is Steve Jobs of Apple Inc., as he took action to create a new company and new products, and as an owner had the authority to do so.
Unfortunately, many “charismatic” leaders take on roles of authority that are not theirs to exert.
Leadership promotes forward movement, causing resources to centralize around an objective, and to advance the realization of that objective.
Jim observes that organizational leadership naturally occurs when a group of individuals collaborate for a common purpose.
The notion of an “individual leader” got its start in the 1970s and 1980s; organizational executives were simply thought of as managers before that time.
It’s often difficult for executives to communicate freely with individuals throughout an organization; intermediaries often impose themselves to make sure that an executive is only exposed to well-run aspects of the operation.
Our guest suggests that solving your boss’s problems is a good way to establish the proper leadership/management relationship.
Organizations don’t always need to be flat; but they should always be effective. Leadership skills can be exhibited in both flat and hierarchical institutions.
A hospital is a great example of a self-organizing alliance, with health practitioners from various fields joining together to address the particular needs of each patient.
Managers can delegate authority to get things done, but cannot delegate responsibility for the actions of their subordinates.
Mary Parker Follett, an early management consultant, was one of the first to make the distinction between authority and responsibility in an organization.
Jim makes the point that managers can allow leadership functions to performed by subordinates. While managers retain the responsibility for leadership taking place, it is not incumbent on them to perform those functions themselves.
Managers do, however, have to make decisions. While it is beneficial to gather input from the ranks, it is the manager’s job to decide on which path to take toward meeting the organization’s objectives.
Nassim Taleb, author of The Black Swan, has challenged anyone to prove that any CEO has done anything that changed the direction of any organization by a single degree.
Jim’s advice to young managers: Individuals want to contribute to the progress of your organization. Find ways to facilitate their ability to effectively and efficiently do their jobs.
Chris and Jeff discuss priorities and burnout, and we learn a thing or two about Chris’ future plans.
Chris isn’t sure what he’ll be doing in a month, but says it probably won’t include hosting The Engineering Commons podcast. (A collective gasp rises up from the audience!!)
Jeff quizzes Chris for a bit about his career objectives, and the role podcasting plays in advancing his personal and professional interests.
Exploring a wide variety of opportunities, and steeling himself for the possibility of massive industry changes, Chris has developed a number of online venues (in addition to this podcast), including The Amp Hour, Engineer Blogs and Chip Report TV.
Chris currently considers himself a “starter,” but not a “finisher.” Jeff thinks he’s being too hard on himself.
Apparently the human brain loses plasticity as it gets older, making it harder to forget the old information, and thus blocking the absorption of new data.
According to a recent survey from the ASME, the average male engineer earns $96,000 annually, while the average female engineer earns $77,000.
Based upon a recent search of available positions on Indeed.com, the average electrical engineering job is going for $84K. California jobs average $94K, while those in Ohio are averaging $80K.
Jeff mentions an old movie, The Seven Year Itch, in noting that it’s not unusual for individuals to grow dissatisfied with their career situation approximately 7 to 10 years after graduation.
Our episode on economic value with Professor James Trevelyan highlighted the differences between skills taught at school and those used on the job by practicing engineers.
A Money Magazine article about setting priorities appears focused on financial decisions, but has some applicability to career decisions.
Jeff recalls getting stymied by the chore of correctly assigning priorities to all the tasks he listed in his Franklin planner.
Jeff and Chris discuss options for the future of this podcast, including the possibility of finding a new co-host. Chris has posted a video about podcast creation.
There will be a three week break until the next podcast, due to some scheduling hiccups. However, Chris will still be co-hosting our next episode, which will discuss leadership.
Individuals interested in possibly taking a run at co-hosting this podcast with Jeff can send email to admin -=at=- theengineeringcommons.com.
Thanks to Elf Pvke for the photo titled “Bloomington, IN, 5/10.” Podcast theme music provided by Paul Stevenson
Jeff talks with his three new co-hosts about what sparked their interests in engineering.
