Quote:
Originally Posted by Seahawk
Perfect.
The key is get your feet wet and then figure it out.
My Father, two Masters degrees from MIT, one in Civil Engineering, one in Nuclear Physics, always lamented the disconnect between talented engineers that has no aptitude for management.
He did and was very successful and did his best to help bridge the divide.
I am the exact opposite. I had zero interest in any engineering discipline, you could not make me do it.
But I had an an aptitude for management of complex programs and learned enough about whom to trust in engineering to be successful.
My partner is a brilliant Aero Engineer. MS from Standford, the works. While he can build a project plan to great, accurate detail, knows all about project management, he just can't do it. It bores him and it shows.
We work well together.
Again, BF, great problem to have, congratulations. He has a great challenge ahead.
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it turns out being a good manager is its own full skillset. being a manager of a technical advancement program, or worse yet, a program requiring invention, is even harder. when you find a good one, oh boy is it good.
ive been contemplating a move to management instead of research like i do now. i fortunately work for a company that has a VP level technical job, so there is no point at which id be forced into a management job. i could stay technical my entire career. but ultimately my frustration with poor management has lead me to be VERY good at managing up, and i see programs fail for so many reasons that arnt engineering or technical. most programs fail because of human problems, not technical ones. and so that has lead my brain to spending more and more time on humans rather than machines.