This is a guest blog post by Pamela A. Scott
How often do you find yourself thinking you know the answer to a question only to find out you were, ahem, clueless? It happens often because we rely on the information we already have. We assume that’s good enough.
In my years of working with engineers and engineering execs, I have seen brilliant individuals stumble because they “didn’t know what they didn’t know.” This phrase — often cited as DKDK — is commonly used to remind ourselves and others that we need to think a little more.
Not long ago, I was introduced to an engineer who found himself suddenly in an executive position. He looked at me and said, “Pam, I honestly don’t know what I don’t know. I don’t know how to do this new job.” Kudos to him for recognizing that he truly did not know what he was facing.
That’s what this blog focuses on: realizing and acting wisely when you discover that you don’t know what your employees are thinking. Get proactive so you don’t find yourself later wondering, “What if I had . . . “
Here are two great resources for you to support your own growth.
CEOs, What Do You Need to Know?
Occasionally I get a chance to sit in on a conversation among some Millennials — 28-43 years old in 2024. It can be a wake-up call for this Boomer and others like me. Millennials have a different view of work than I grew up with.
Pete Atherton of Actions Prove and Anthony Fasano of the Engineering Management Institute analyzed what is happening in the engineering and architecture world. I challenge executives to check out this information from The Present and Future of Work in Engineering and Architecture.
“When asked if they would consider leaving their current firm, more than half of the professionals we surveyed say yes — a figure that bumps even higher upon closer inspection. Initially, 43% said they would not consider leaving their current employer. But when presented with the potential for improvements like higher pay, better quality of life, or advancement opportunities, the share of people willing to leave their current employer jumps to 92%.” Atherton and Fasano offer ideas in their report that can help firms move forward.
“We believe solutions can’t be found in committee or one-off initiatives but must come from renewed and refocused leadership, alongside more new-era informed strategic planning and execution. Signals of success will come from employees who opt into high-performing workplaces — whether that is due to redefined performance methodology, new and flexible approaches to work, or other new methodologies to inspire and engage employees.”
Check out their recommendations here.
Find Out What Your NextGen Needs You to Know
As CEO, you need to tap into what is going on in the minds of your NextGen engineers. Over the last 20 years of coaching these folks, I have gotten quite an earful of what’s on their minds. For the most part, mid-level engineers are so busy doing work and managing others that they will tell you they don’t know what they don’t know because they don’t have time to think about their future.
The Future of Work report says: “The years-long shortage of professionals in AEC has led to a situation where young people don’t get enough hands-on experience with project management — including the technology tools required to manage complex projects — before they are asked to step into management roles,” explains Fasano. “Everyone likes to talk about the shortage of technical skills, but there is also a dire shortage of management and technology skills in our industry.”
In a recent coaching session, I asked a NextGen engineer — a rising star in her firm — what was ahead for her professionally. She sat quietly for a few minutes, then confessed, “I don’t know. I know I can move up to an executive position, but I don’t even know what that entails.”
She doesn’t know what she doesn’t know.
At Leaders Finish Strong, we have resources CEOs and engineering execs can use to help their NextGen leaders avoid the DKDK dilemma.
Here are some questions my NextGen friends have raised in our talks:
- What does a partner do?
- What experience does one need to become a partner?
- How will becoming a partner impact my family?
You’ll find much more information on how execs can support their NextGen at LeadersFinishStrong.com.
Free yourself and your professionals from the dreaded DKDK quandary.
About the Author
Pamela A. Scott is an executive coach and founder of MentorLoft, a coaching firm that works with CEOs and execs to prepare their NextGen leaders to run their company. Pamela specializes in coaching engineers and CEOs of professional service firms. For more information, visit www.mentorloft.com.
We would love to hear any questions you might have or stories you might share on how you know what you don’t know.
Please leave your comments, feedback or questions in the section below.
To your success,
Anthony Fasano, PE, LEED AP
