How to Become a Successful Civil Engineering Manager – Ep 262

May 15, 2024

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In this episode, we are sharing a panel discussion hosted by the ASCE, where I joined Reuben Zylstra, P.E., P.Eng, from Foothills Bridge, and Carla C. Norris, P.E., from AECOM, to discuss transitioning into a civil engineering manager role.

***The video version of this episode can be viewed here.***

Engineering Quotes:

Here Are Some of the Questions Asked in This Discussion:

How did you prepare yourself for transitioning from design to leadership, and what were some resources, mentors, or training programs that assisted you during this journey?
How have the transferable skills you learned from your previous roles in ASCE benefited you in your current job or work?
How do you communicate your projected career timeline to upper management clearly and positively?
If you transition from design to management, what are some key actions you would prioritize in your first three months as a manager?
What was one of the biggest challenges you faced when transitioning from a technical engineering role to a managerial position?
Is moving into the role of project coordinator the recommended first step for transitioning into a project management position?
Are there any books on management skills that you would recommend?
Is there a lack of emotional intelligence training for engineers in general, and particularly for managers in the industry?
Can you provide a summary of our discussion today?

Here Are Some Key Points Discussed in This Episode About How to Become a Successful Civil Engineering Manager:

Moving into civil engineering leadership from design work involves mastering technical skills, project management capabilities (like scoping and budgeting), and effective people leadership. Enhancing public speaking and engaging with diverse groups through committees or mentorship are key steps toward becoming a successful leader in this field.
The transferable skills gained from previous roles in ASCE, such as project management, organizational abilities, and effective communication, can greatly benefit individuals in their current jobs or work. These skills enable professionals to effectively manage projects, coordinate with diverse stakeholders, and navigate complex interactions, which are essential for success in civil engineering beyond technical expertise.
To communicate your projected career timeline to upper management clearly and positively, begin by initiating open discussions about your career aspirations and goals. Express interest in specific roles or paths within the organization and seek feedback on the skills and expectations needed to advance. This proactive approach demonstrates your readiness and enthusiasm for career growth, facilitating constructive dialogue and alignment with the company’s objectives.
Transitioning from design to management requires key actions in the first three months. Start by establishing clear communication with your team to promote collaboration. Develop leadership skills like delegation and decision-making. Set strategic goals aligned with organizational objectives for measurable outcomes. These steps will build a strong foundation for successful management in this transition.
One of the biggest challenges you’ll face when transitioning from a technical engineering role to a managerial position is shifting your focus from technical expertise to leadership and decision-making. It requires letting go of hands-on work and developing new skills like delegation and effective communication.
Moving into the role of project coordinator can be a valuable first step for transitioning into a project management position, especially if you’re seeking opportunities to assist and learn from experienced project managers. However, the recommended first step can vary depending on the company and its specific needs. Exploring different management opportunities and embracing tasks that involve leadership and decision-making can also pave the way for a successful transition into project management.
The books recommended for developing management skills include “Living the 80/20 Way” by Richard Koch, which helps prioritize tasks effectively, and “Deep Work” by Cal Newport, which emphasizes the importance of focused, distraction-free work. Another insightful read is Newport’s “A World Without Email,” addressing modern workplace distractions. These resources offer valuable perspectives on productivity and focus for aspiring managers.
In engineering, and especially among managers, there can be a noticeable gap in emotional intelligence training. This gap can hinder effective communication, collaboration, and team dynamics, highlighting the need for more focus on developing these skills within the industry.
Focus on the challenges engineers face when transitioning into management roles and the importance of emotional intelligence, effective communication, and continuous learning for leadership success. Prioritize personal growth and leveraging unique strengths as essential strategies for engineers aspiring to excel in project management and leadership positions.

More Details in This Episode…

About the Panelists:

Reuben Zylstra, P.E., P.Eng

Reuben is a senior project manager and a shareholder at Foothills Bridge Co. Reuben has two decades of professional experience in the design and construction of bridges and related structures. In prior positions, he worked as a heavy marine contractor and as a construction engineer. He is a member of the American Society of Civil Engineers and the American Institute of Steel Construction. Reuben and his wife have three children. Reuben enjoys hiking, running, and cycling.

Carla C. Norris, P.E.

With over a decade of experience in completing multi-modal projects for a wide range of clients from local municipalities to federal corporations, I’ve worked across a variety of project and contract types, including public-private and design-build. I excel at handling complex planning, design, procurement, and construction challenges. I have experience leading cross-functional teams, managing projects, executing management support functions, and fostering collaboration across multiple project stakeholders. With my background in civil, roadway, and track design, I am passionate about delivering high-quality infrastructure projects that meet the needs of the communities where they’re constructed.