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Search Results for: thought leader

Mastering the 4 Ways to Show Thought Leadership on LinkedIn

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This is a guest blog by Carl Friesen

LinkedInImagine your ideal client, employer, or business partner has heard about you and wants to learn more. Let’s give this person a name — we’ll call her “Aisha.” She’s someone you want to impress, as she could be the key to your brighter future.

So if she’s interested in learning more about you, how will she do it? Aisha will likely begin by going online, and what will likely show up first about you is your LinkedIn profile.

So ask yourself: Would Aisha be impressed with what she finds there? Will she be reassured that you’re a recognized expert in your field, someone worth her time?

One of the most important ways to show your expertise, so Aisha will take the next step of reaching out to you, is through publishing thought leadership content on your LinkedIn profile.

LinkedIn

It could be content about a new development in your field, such as a new law, regulation, or disruptive technology. Maybe it’s a trend you’ve seen. Or it could be a case study of a project you’ve worked on.

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TECC 118: How Engineers and Engineering Firms can Build Thought Leadership through Public Speaking

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public speakingIn this episode, Anthony Knutson, PE interviews Carl Friesen, a professional who likes helping engineering professionals and firms build their profile as thought-leaders.  Friesen talks specifically about how to build your expertise and thought leadership through public speaking.

Engineering Success quotes:

public speaking

public speakingHere are the key points:

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TECC 248: Growing as an Engineering Leader and the Experience of Writing About It in a Sci-Fi Novel

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Growing as an Engineering LeaderIn this episode, I talk to Matthew G. Dick, P.E., an engineering leader working at a transportation technology company and moonlighting as a sci-fi author. Matthew talks about his career journey growing as an engineering leader and the experience while writing about it in a sci-fi novel.

Engineering Quotes:

Growing as an Engineering Leader

Growing as an Engineering Leader

Here Are Some of the Key Points Discussed About Growing as an Engineering Leader and the Experience of Writing About It in a Sci-Fi Novel

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TECC 243: Career Planning and Leadership Progression for Engineering Professionals

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Career PlanningIn this episode, I talk to Mark A. Herschberg, M.Eng, a seasoned executive and cybersecurity expert and author of the book called: “The Career Toolkit: Essential Skills for Success That No One Taught You” about the importance of career planning, networking, communication, leadership, and management as an engineer.

Engineering Quotes:

career planning

career planning

Here Are Some of the Key Points Discussed About Career Planning and Leadership Progression for Engineering Professionals:

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Engineering Leadership Accelerator

Every engineering firm wants managers that can effectively lead people.  The problem is that most engineering professionals weren’t taught leadership in school...

Contact Us for More Information

At the Engineering Management Institute (EMI) we’ve always believed that engineers could develop people skills, but there weren’t programs out there that actually helped them do so. 

Therefore, based on our founder’s engineering career experiences, we built a program that helps engineering professionals actually transfer these people leadership skills back to the job, and do so in a way that requires very little sacrifice of their billable time.

To learn more about our Engineering Leadership Accelerator – People Leadership Course (Levels I and II) simply read through our curriculum here or contact us through this form or by phone at 800.920.4007.  PDHs are provided as well, as a bonus.

"The Engineering Leadership Accelerator  has forced me to consider not only how I can purposefully spend my own time, but also how I can empower others to do their best work. Our group challenge has given me the opportunity to be a leader among my peers and to make an impact on our company beyond my usual realm of influence."

- Forrest Bratton, P.E., SECB, Big Red Dog Engineering | Consulting

You can enroll your professionals in our general sessions (we can provide the schedule), we can conduct a session for your company only, or we can even modify our curriculum and create a custom program for your firm.

Please get in touch with us today.  If you utilize our program, your professionals will be able to better engage with stakeholders and lead their teams AND projects more effectively.

Failure to provide this support to your managers could lead to mismanaged projects AND people, and slow the growth of your firm in a big way.

Our Next Class Is Starting on May 31st!

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Hour
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Call 800-920-4007 or contact us here for enrollment information.

 ELA Course Overview

This 5-week online course will teach, inspire, push, and connect your professionals to peers and coaches who will help them think like entrepreneurial engineering managers.

Most importantly, they will build confidence and realize that they have the abilities they need to create and present clear ideas that will drive positive change and growth for them personally, your firm, and your clients.

With live skill building sessions and coaching calls, simple on-the-job assignments (done during billable activities), and access to live instructors, the course takes 5 - 10 hours to complete, most of which can be done outside of normal business hours.

Level I is for new and aspiring managers.
Level II is for experienced managers.
See curriculum here for each level.

**Completion of the course earns a minimum of 4 PDHs accepted in most US States.

<<Click here to learn more about the course curriculum>>

"The Engineering Leadership Accelerator skill building sessions were very well prepared but also allowed for personalized advice. There were plenty of opportunities to ask questions and receive thoughtful responses."

- Michelle S. Young, P.E., P.P., C.M.E., Maser Consulting, P.A.

 

More customized than a book, series of webinars, or a course...

Where the Engineering Leadership Accelerator - People Leadership Course is different is in the transfer assignments that can help participants transfer these important skills back to the job.

Our students have to show up.  Period.

The Importance of Showing Up

In a busy project filled world, there are many ways for engineering professionals to hide.  Your staff can stay as 'team engineers' or or 'average managers' forever and not take the steps to improve.  They can avoid having to do presentations.  They can live with the doubt that builds up in their minds around their abilities to lead. They can continue to do tasks instead of delegating them. However, hiding is not going to drive growth or change, in fact, it will do the opposite.

This course will force your managers and soon-to-be managers to think certain ways and to present their ideas to your company, and in the process will gain so much confidence, it will change their careers and your company forever.

A Proven Way to Learn

If you want your engineers to become more effective managers, leaders that lead projects that positively impact our world, you'll need to develop their confidence and their management skills.  This remote live course doesn't require any prerequisites, only the desire to show up and do the work in service of making change happen.

Anthony Fasano, PE, lead instructor, has a lot of experience both as an effective engineering manager and a trained executive coach who has helped thousands of engineering professionals become leaders.  In this course, your staff will learn how to build the confidence and skills they need to transform into leaders that can drive massive growth.

Our Next Class Is Starting Soon!

Call 800-920-4007 or contact us here for enrollment information.

"Participating in the Engineering Manager Accelerator Program, was highly valuable to me. Every day I review and utilize the tools and information that I received from Anthony's lectures to help me meet my goals of performing as an Engineering Manager. It was time well spent."

- John Dumas, IPS-Integrated Project Services, LLC

Curriculum

The curriculum for the Engineering Leadership Accelerator - People Leadership Course is based on feedback from thousands of engineers as well as input from learning and development professionals at some of the fastest growing engineering firms.  It contains what we believe to be the most important skills that engineers need to succeed as managers, and all of our skill building sessions offer PDHs that are accepted in most US States (4 PDHs per course).

There are two levels of the course.  Level I is built for soon-to-be and new managers in engineering while Level II provides topics for experienced managers in engineering.

Curriculum

Engineering Leadership Accelerator – People Leadership Course
Level I (4 PDHs) - For aspiring and new managers in engineering

You want to develop your managers as early as possible in their careers, but there are no programs built for soon-to-be or aspiring managers in consulting engineering, at least you thought there weren’t.  Our proven Engineering Leadership Accelerator – People Leadership Level I Course will help your soon-to-be and new managers learn:

  • How to communicate more effectively with both clients and team members (including a 2-step framework for listening better),
  • Ways to improve their public speaking skills and build expertise for your firm,
  • Routines that they can practice to drastically improve their time management and productivity skills (including a specific routine for setting up their days more effectively),
  • Fundamental networking strategies so that they can build relationships that will help your firm grow (this includes both in-person and online strategies).

Simply fill out this form or contact us today at 800.920.4007, our next ELA I session begins soon, but we can also provide a company only session at your desired time.

Engineering Leadership Accelerator – People leadership Course
Level II (4 PDHs) – For experienced managers in engineering

You have experienced managers in your firm that need assistance with some higher-level leadership skills, but these skills are really hard to learn.  Good news, our ELA Level II course provides frameworks for your leaders to tackle some of the toughest, and most impactful leadership skills. Our proven Engineering Leadership Accelerator – People Leadership Level II Course will help your experienced managers learn: 

  • How to make decisions utilizing 4 proven decision-making models (and when to use each),
  • Ways to resolve conflict amongst team members, or with other stakeholders,
  • How to delegate effectively, a critical skill in engineering (we have developed a framework that uses an acronym L-A-U-G-H to make it easy to delegate effectively),
  • Routines that they can use to increase team productivity both in-person and remotely (including email management strategies),
  • How to better engage their team members (we’ll give them a two-question framework that works every time).

Simply fill out this form or contact us today at 800.920.4007, our next ELA I session begins soon, but we can also provide a company only session at your desired time.

You can’t assume these experienced managers know it all, they don’t.  Failure to invest in these experienced leaders, will prevent sustainable long-term growth.

Instructors

Anthony Fasano, P.E., executive coach and trainer, is our lead instructor and we also have several other coaches and facilitators that are involved in our sessions. A list of trainers for each session may be provided upon request.

Anthony Fasano, P.E.

Lead Instructor
Anthony-Fasano-headshot-circle

Erica Lee Garcia, P.Eng.

Instructor -
Communications & Public Speaking
Erica-Lee-Headshot-circle

Dax Hoff, P.E.

Instructor -
Networking & Leadership
Dax-Hoff-Headshot-circle

Pat Sweet, P. Eng.

Instructor -
Delegation
Lockheed Martin

FAQ

Is the program just for engineers?
No! Companies have enrolled engineers, architects, surveyors, geologists, administrative staff, accounting staff and other technical professionals.
Are PDHs available?
Yes! Professional Development Hours (PDHs) are provided for each of our skill-building sessions after completing the session evaluation for all of the sessions. There are four(4) PDHs available per course and are accepted in most US states that accept non-technical content.
How much time will the program take over the 5 weeks?
There are 5 skill-building sessions (that will also be recorded) and can be watched either live or later at your convenience. The calls are skill building sessions that will focus on communication skills, public speaking, networking, productivity, leadership, delegation, and conflict resolution. All in total the course will take approximately 10 hours to complete over the 5 weeks, which includes assignment time.
When does the course start?
Contact us for the start date of the next program.
Will my staff receive anything at the end of the program?
Yes — the satisfaction of knowing that they have begun building critical engineering management skills. They will also receive a certificate sent  through email (see FAQ on certificate) saying they completed the program successfully and they will be able to add the Engineering Leadership Accelerator to their LinkedIn profile. Pretty powerful stuff for just 5 weeks, right?
Why is the course so expensive?
We’re charging more than other online courses for a simple reason: We want committed engineers. No one in the course is browsing around or hoping for a quick hit. You’ll be surrounded by other people willing to do the work and contribute along the way.
Some people, those who know how much a course in engineering management costs, have asked us why the course doesn’t cost much more? We believe that anyone should be able to learn at a reasonable cost, and we believe that a product should deliver more value than its sticker price. Many participants have said that the course delivers much more than its price tag.
What experience level is necessary to benefit from this program?
Engineering professionals of all experience levels can benefit from the accelerator, however it has been built for engineering professionals who want to become effective (or more effective) engineering managers.
Can they get a certificate at the end?
Every attendee receives a completion certificate as a PDF after completing the assignments given from each sessions, suitable for printing and framing.
How can I pay?
Individuals can pay for the course with a credit card or debit card. Companies can pay by check or ACH.
Is the online payment safe?
Yes! The payments with credit card, debit card are made through a secure SSL connection that keeps your information safe. Payments are processed with SendOwl and Stripe, safe and well-established systems that are used by thousands of people to make secure online payments.
Is there a money-back guarantee?
Absolutely. Take the course for 10 days. Watch the videos. Do the work. Engage in the discussions. If you don’t think it’s worth more than you invested, drop us a note and we’ll give you a full refund—no strings attached.
Can I ask someone a question before I enroll?
Yes, you can contact us at 800-920-4007

Alumni Companies

Engineers from these companies have participated in The Engineering Leadership Accelerator People Leadership Course

Praise

"The Engineering Leadership Accelerator program was a great way to train a group of managers, from different disciplines and office locations, without incurring travel costs. They learned how to collaborate and solve business problems by utilizing technology, which can be a huge benefit in a multi-locational company. Our managers enjoyed the project challenge part of the training because “it was a real life issue that we had to solve” and will take the skills they developed in the workshops and “apply them to their everyday interactions."

– Jessica Viscuso, Director of Learning & Development at Pennoni

"Taking part in ELA was a very valuable experience to me. Initially I was skeptical about signing up for the program because of my busy schedule, but I’m glad I did! Finding a coach with a similar background, who has an understanding of where we (engineers) come from and has knowledge about the industry made the experience truly unique. ELA is well designed to initiate and accelerate management techniques such as team building, decision making, communication and networking skills. We may possess the technical knowledge to grow, but Anthony’s program and tips helps develop the much needed soft skills to become better engineering managers and leaders."

-  Mukta Patil, P.E.
Langan Engineering and Environmental Services

"ELA has forced me to consider not only how I can purposefully spend my own time, but also how I can empower others to do their best work. Our group challenge has given me the opportunity to be a leader among my peers and to make an impact on our company beyond my usual realm of influence."

– Forrest Bratton, P.E., SECB
Big Red Dog Engineering | Consulting

"ELA skill building sessions were very well prepared but also allowed for personalized advice. There were plenty of opportunities to ask questions and receive thoughtful responses."

- Michelle S. Young, P.E., P.P., C.M.E., Maser Consulting P.A.

"Anthony continues to provide value to engineers looking to create a successful career for themselves. With the Engineering Leadership Accelerator, he has taken his commitment to developing professional engineers one step further. This program uniquely engages and challenges every member to become a better engineering manager!"

- Charles Weber, P.E., Burk-Kleinpeter Inc. USA

"I have enjoyed the class thus far and have really enjoyed tackling my company's challenge in a small group setting. Your presentations have given me some new insight on how to assert myself as a leader, and have also confirmed different practices that I have heard others talk about."

- Megan Miller Tetro, P.E., Wantman Group Inc. 

"Participating in the Engineering Leadership Accelerator Program, was highly valuable to me. Every day I review and utilize the tools and information that I received from Anthony's lectures to help me meet my goals of performing as an Engineering Manager. It was time well spent."

- John Dumas, MBA, PMP, IPS-Integrated Project Services

"One of my biggest challenges in learning to be an engineering manager has been balancing managing projects versus managing people. The Engineering Leadership Accelerator Course integrates these two subjects elegantly, effectively teaching both essential communication strategies and basic business acumen."

- Stephanie J. Kruep, S.E., P.E., SidePlate Systems, Inc. 

"The ELA course helped me put 2 and 2 together. A good engineer on their own is a 2 but a good engineer with networking skills is a 4. "

- Nicholas DiMichele, P.E., Malick & Scherer, P.C.

“The Engineering Leadership Accelerator Course provides a framework for instilling better managerial habits that improve the efficiency and quality of work for managers and their teammates.”

- Sheryl Fishel, PLA, Rodgers Consulting

"The Engineering Leadership Accelerator provided me with the tools & guidance to facilitate & foster growth of not only myself, but also my team members & peers. ELA also provided me with the resources necessary on how to best apply those facets to not only my professional life, but to also my personal life."

- Chris Lazration, PE, Rodgers Consulting

"The ELA course taught me new skills and approaches to situations/topics that I did not have before. It helped me become more of an "expert" in certain fields and helped me develop more professionally."

- Bradye Turner, Jensen Design & Survey, Inc.

"When a company prioritizes and makes this course available, Anthony in turn provides a framework for the employee to pause, consider, and bolster their ability to focus on what matters most for productivity and effectiveness. This yields benefit within the company, for clients, and the individual employee's career development in present and future roles. The implementation and follow- through will ultimately be up to the employee and company, but additional tools to succeed are in-place as a result of intentional time with the EMI Team."

- Kevin Waldron, AICP, Jensen Design & Survey, Inc.

"Personally, I am gaining the most from the Project Challenge portion of the course. Presenting this project will help me make great steps in expanding my comfort zone and improving my ability to present effectively internally and externally."

- Elizabeth Kramer, P.E., SidePlate Systems

"The ELA course helps me to understand the importance of finding a balance between work & life. An employee who is focused & organized will work in a joyful environment, creating better relationships and projects."

- Claudia Reyes-Estrada, Malick & Scherer, P.C. 

"I really liked how The Engineering Leadership Accelerator course invites participating companies to provide an issue that can be implemented into a team's project. It allows a young engineer like myself to make a difference within my company."

- Trevor Takamine, Bowers + Kubota Consulting

Bowers

"The engagement of the instructor (Anthony) was definitely a positive. It's easy to tell that Anthony is interested in the people he is working with, and enthusiastic about encouraging development of positive interpersonal relationships in the engineering world."

- Noel Liner
  Langan Engineering and Environmental Services

"The ELA course provided guidance in areas that are sometimes overlooked in the engineering profession."

- John Beringer, Malick & Scherer, P.C.

"The ELA course was a valuable program. It expanded my thought process to look at things in a different light. It reinforced the ideals of working together as a team, and had many great points on how to improve my professional network. I would recommend it to any young engineer seeking a management position, and current managers."

- Mark Aylward, Maser Consulting P.A.

"The course helped to enhance both, tangible and intangible skills of an effective manager, but more importantly, an active and productive leader."

- Kate Teruya, Bowers+Kubota Consulting

Bowers

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How to Build Confidence as an Engineering Leader (Even in the Face of Not-enough-ness)

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This is a guest blog by Jen Bunk, Ph.D.

ConfidenceClients often ask me how to build their confidence.

I find that the best way to approach this is to first explain what NOT to do, because if you build your confidence in the wrong way, you’ll decimate it. You’ll completely obliterate your chances of reaching your career goals.

So — what’s the wrong way and the right way to build your confidence?

First, I’m going to step back and be brutally honest for a second.

Right now, there are thousands of tech and engineering managers trying to upgrade their positions and their pay:

They’re reading boatloads of books…

They’re watching tons of training videos on leadership…

They’re even spending thousands of dollars on certification courses…

And despite all of that, most of them aren’t even close to getting a 10% raise — much less building their dream career.

If you want to upgrade your career in three months or less, you’ll never get there in a million years if you do those things. There’s a much shorter path.

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How Effective Leaders Should Give Feedback — Especially During Sensitive Times

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This is a guest blog by Pamela A. Scott

Give FeedbackIs it time to change the way leaders give feedback to employees? Feedback is tough to give (or receive) in the best of times. Doubly so during troubling times, such as during the COVID-19 pandemic. In a high-stress environment, emotions are high. Sensitivities are raised. Feedback is tricky.

However, giving feedback is part of a leader’s job. Feedback helps employees grow and adapt their behavior. It adds to their knowledge — if the feedback is given properly.

Give Feedback

When fall arrives, managers and employees realize it’s time to prepare for performance feedback sessions. While some companies do reviews at other times, the tips in this article can help you improve how you give feedback any time of year.

So how should effective leaders give feedback, especially during sensitive times? Below are four strategies to make feedback more effective in any climate. The content in this article has been adapted from the “MentorLoft Leadership Feedback Assessment.”

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What Does Transformational Leadership Mean for Engineers?

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 This is a guest blog by Holly Welles

Transformational LeadershipTransformational leadership is a model of leadership that involves a leader who inspires his or her followers to work together toward a common goal and focus on the greater good. The best transformational leaders can enter a stagnant organization, identify its issues, and begin making improvements almost immediately.

While this type of leadership may come naturally to some people, most must learn how to develop these skills before they can apply them. As future engineers, this means developing yourself, practicing these newly learned skills, and working towards a common goal with an organization in which you’re already involved.

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Scientific Laws of Leadership

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This is a guest blog by Jeff Perry
Scientific Laws

As engineers, we learn massive amounts of equations, corollaries, theorems, and laws. These typically apply to mathematics or scientific laws that must be understood in order to make appropriate engineering designs and calculations. However, have you ever wondered if these scientific laws that the natural world follows have applications to our personal growth, development, and leadership? In my opinion, the answer is a clear “Yes!”

In this post, I’ll take examples from some of the most commonly known scientific laws of physics — Newton’s Laws of Motion. I’ll show you how these fundamental laws apply to the movement and progress of people and teams, not just physical objects. Then, I’ll provide suggestions actions, or “motions,” you can take in your own leadership. 

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TCEP 094: Harnessing Innovation in Engineering Leadership

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Harnessing InnovationIn episode 094 of The Civil Engineering Podcast, which is 4th episode in our 5-part series on infrastructure, Chris Knutson interviews Kate Harris, President, and CEO of Stanley Consultants about harnessing innovation in engineering leadership. Kate gets into future trends of the industry and how we can prepare for them. She also discusses public- and private partnerships, an important aspect of infrastructure projects.

Here are some of the questions asked of Kate Harris on Harnessing Innovation in Engineering Leadership:

  • You left university with a degree in quantity surveying. Did it prepare you for where you are today, CEO and President of an A/E firm?
  • What were some of the notable milestones in your career which indicated that senior leadership positions might be a real possibility?
  • What do exceptional A/E firms get right?
  • Can you give advice to young professionals looking to work better with clients and improve their communication skills?
  • What changes have you witnessed during your 25 years in the civil engineering industry?
  • What are your thoughts on private/public partnerships?
  • How do you decide what the most important task to work on is for any given day?
  • Share with us your thoughts on how an engineer can approach looking at the future?

Engineering Quotes:

Harnessing Innovation

Harnessing Innovation

Here are some key points discussed in this episode on harnessing innovation in engineering leadership:

  • Having a degree in Quantity Surveying gave me an appetite for creative problem solving and build-ability.
  • Throughout my career, I have tried many new things to get a broad view of our industry. I feel that this is important in trying to understand what matters to people. When you can understand what is important to other people, you will understand what questions to ask them.
  • Exceptionally good A/E firms understand that business success is in servicing clients and client experience. We need to be partners in terms of harnessing innovation in business thinking, management skills, giving advice, and we certainly need to be technically capable and creative.
  • It’s very important that companies understand what they are bringing to their clients, and not just what they are bringing to their constituents and their shareholders.
  • The key to working with clients is to listen actively to what they need, and to not just concentrate on what you want to say next.
  • We are all going to have to look to the future and figure out what the word “value” will mean tomorrow, rather than what it means today.
  • It’s not so much about what we know in our industry, it’s about what we know in our world, and what is going on outside of our industry, that is important for young engineers to know. Young engineers should get curious, be fearless and get educated on what is happening outside of the field.
  • Being technically competent without the ability to inspire others limits you in your career as a leader. A leader needs to be able to identify and support great talent. If you are planning on becoming the chief engineer of your company, you need to learn how to communicate with others in a way that inspires them to follow their dreams.
  • The key to communication is not what you want to tell people, it’s about figuring out how people assimilate information and what matters to them. You then have to allow them to understand what you are telling them. To do this, you need to change your style to match the way they think and listen.
  • It’s absolutely fundamental for project managers to know what success looks like for a business, and not just for a project.
  • Your job as a CEO is to find great talents, set direction and provide support. You need to carve out time to do all three of these things to be successful in your career.
  • Connect, communicate, listen and be very curious as an engineer.

More details in this episode…

About Kate Harris

Kate Harris, President and CEO of Stanley Consultants, has 25 years of international experience in the construction, engineering and consulting industry. Stanley Consultants provides engineering, enviroHarnessing Innovationnmental, and construction services at over 30 offices worldwide. Founded in 1913, the firm has completed engagements in all 50 states and 110 countries, and is ranked among the largest engineering companies in the United States – very impressive.

Kate Harris graduated with a First-Class Honors degree in Quantity Surveying from the University of the West of England in 1993. She has also completed the Advanced Management and Intellectual Property programs from Harvard. Harris has a broad range of contractor, client and consultant experience encompassing strategy development, risk management, building high performing teams, developing client relationships and profitably growing businesses. Most recently Harris provided board and executive advisory services following her global Commercial Officer role with MWH Global (now part of Stantec). During her 17-year tenure with the firm, she is credited with integrating service lines and setting global policy, performance measures and business practices. An active advocate of talent development, she continues to mentor upcoming generations of leaders.

Sources/References:

Engineering Management Accelerator Workshop (Online) | 5 PDHs
Engineering Membership Drive
Kate Harris LinkedIn
Stanley Consultants

This episode is brought to you by RedVector. The team at RedVector believes knowledge is the most powerful tool available for helping people enrich their lives and meet their professional goals. To find out more about RedVector continuing education, visit www.RedVector.com.

This episode is also brought to you by Danfoss.  Smart energy systems, efficient buildings, and raising construction sites are just a couple of areas where you can experience how Danfoss is part of the sustainable development of strong infrastructure, visit www.city.danfoss.com 

Please leave your comments or questions in the section below on harnessing innovation in engineering leadership.

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To your success,

Anthony Fasano, PE, LEED AP
Engineering Management Institute
Author of Engineer Your Own Success