Engineering Management Academy     New!

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I.D.# ACAD09Printable Description
Duration: 5 Days
May 11-15, 2015 (8:00 a.m. - 5:00 p.m. ) - Troy, Michigan  
October 12-16, 2015 (8:00 a.m. - 5:00 p.m. ) - Troy, Michigan  

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View an Interview with Lead Coach Atul Kalia

Why a Management Academy? Why should you be interested in this Engineering Management Academy from SAE? The answer to these questions lies in the statistics highlighted by surveys of hiring managers. For example, are you aware that:

  • 28% of internal leadership promotions fail
  • On average, it takes six years before an individual receives any formal training after being promoted to a management position
  • Individual contributors, who are technical experts, are usually natural candidates for promotions to management positions. However, without proper training in topics such as coaching, mentoring, team building, conflict resolution, decision making, and communication skills, these technical experts may not be operating at their maximum potential.
  • The academy is designed to initiate and/or accelerate the development process for attendees by focusing on specific content and techniques throughout the week. Such an approach is intended to eliminate micro-managing, improve employee engagement, improve morale, reduce employee turnover, improve productivity and ensure a great ROI. The attendees are likely to start using these methods at their workplace as soon as the week after the academy. Their departments, colleagues, superiors, juniors and in fact the whole organization is expected to benefit as a result of the improved skills of the attendees.

SAE convened an Advisory Panel of Mobility industry representatives who identified the key topics to be covered in the Academy. We then gathered an outstanding team of coaches who have personally undergone this entire phase from being individual contributors, to being in engineering management positions, to being transformational leaders. These coaches will address the topics being offered by the Academy from their personal and first-hand accounts. The freshness and authenticity of their approach lies in the fact that they don’t want to be called "experts". Nor are they "Instructors". They are coaches who bring a combined experience of over 90 years to the academy, and are willing to share their experiences with others.

Attend this academy and:

  • Improve your communication and decision making skills
  • Manage challenging situations without getting emotionally hooked
  • Optimize your team’s output, quality of throughput, commitment and engagement
  • Improve your ability to give and receive positive and constructive feedback
  • Begin a journey of growth and self-awareness for yourself to continually improve your leadership skills

Special Features

  • You will be assigned a coach who will work with you one-on-one to identify new opportunities for enhancing your management skills and develop an action plan that will help you move forward towards your goals and success as a manager.
  • Throughout the academy you will practice your newly learned skills so you are ready to implement them when you return to work.
  • Invited experienced engineering managers will be on-site to share their perspectives and lessons learned.

Learning Objectives
By attending this academy, you will be able to:

  • Assess your own management style and develop an action plan for continued growth
  • Select communication behaviors which enhance performance and team interactions
  • Identify traits that are important for managers to be effective coaches
  • Identify keys to successful decisions
  • Assess your individual behavioral style in conflict situations and identify best practices for dealing with conflict
  • Select positive strategies for dealing with employee performance issues
  • Identify specific types of interview questions which provide you with the most valuable information for the selection process
  • Identify important attributes, as well as impediments, of high performing teams

Who Should Attend
This academy is designed for engineers in transition to management, new managers as well as existing Supervisors, Managers, and Directors who may have been in managerial roles for a while but never had a chance to attend formal workshops. Other personnel working in purchasing, information technology, manufacturing, quality, sales and marketing functions for OEM's and suppliers who want to improve their skills and provide greater value to their organizations, will benefit from the academy as well.

Topical Outline

DAY ONE
Introduction, Welcome and Overview - Atul Kalia

DiSC Survey Results - Atul Kalia and Greg Moss

Interpersonal Communication Skills - Greg Moss
As we gain experience and grow in our professional careers, we each develop our own communication style, and we tend to operate within that style with great comfort. However, in higher leadership roles, we must recognize that we need to raise our communication effectiveness in many more situations and with a much wider variety of people. In this section, you will learn skills that will allow you to communicate effectively with direct reports, co-workers, management and suppliers. Successful completion of technical projects, engineering research and analysis is only a fraction of an engineering manager's job. An equally important portion involves communicating the results of these technical projects effectively to gain acceptance for the next stage of implementation. Effective communications, both written and verbal are paramount to our success.

Foundations of Communication
• The Five Foundations

  1. Monitor Your Behavior
  2. Remain Assertive in Your Behavior
  3. Develop Reciprocal Relationships
  4. Stay Focused on What You Can Control and Influence
  5. Take on Personal Accountability
Communicating Effectively
  • Communication Behaviors
  • Effective Listening Skills
  • Asserting Your Ideas
  • Handling Responses to your Message
Overcoming Your Own Defensiveness
  • Hot Buttons / Hooks
  • Situations
  • Responding Effectively
Additional Skills
  • Saying "No," sidetracked, disengaging, etc.
Summary and Action Planning

Decision Making - Greg Moss
When a business situation occurs that prompts a manager to make a decision, there is a problem built into that situation that the manager addresses before the decision. Usually, the best decisions are made by managers who have taken the time to understand the impact of both the problem and the decision. When managers address a problem, they scan the environment of challenges, issues and concerns. They then sort each issue to determine what needs to be done – solve (find cause), choose (make decision), and/or plan (for implementation). Their thinking process might emphasize one or more of the last three approaches. This section focuses on "choose" - identify and evaluate alternatives and develop new alternatives.

Introduction

  • Making the Decision-Making Process Visible
  • The Thinking Process
The Results Framework
  • Managing and Making Decisions using the Four Constraints
Roles in the Decision Process
  • Developing RACI Charts
Communicating Decisions
  • Planning How to Communicate a Decision
  • Using a Communication Matrix
  • Gaining Your Support
Summary and Action Planning

DAY TWO
Coaching and Mentoring - Jaspreet Singh

Coaching is a highly effective teaching, training, and development process in which an individual gets support while learning to achieve a specific personal or professional result or goal. Good managers are excellent coaches. They know how to stretch their team members by giving them responsibility and supporting them in their endeavors. Engineering Management professionals are very analytically driven and thus often overlook some key pieces of how to coach and develop their team members to build a culture of high performance and sustainable execution. In this section you will learn specific techniques for coaching and mentoring your staff. Attendees are given ample opportunities to practice these skills, receive feedback, and evaluate their coaching and mentoring experience.

How to Connect Your Team to Their Jobs

  • What Makes a Job Miserable
  • How to Help Everyone Draw Their Connection to the Job/Company - Your Role as a Leader
  • How Does the Performance Management Work? Why is it Losing its Effectiveness?
  • Learning and Fear Zones
What Good Coaches do and the Key Elements of Coaching
  • Do the Basics Right
  • Strengths Based Coaching
  • Employee Engagement and Ability to Relate
  • Building a Learner Mentality is Critical
  • Providing Feedback and Effective Ways to do it
  • Coaching and Ego
  • Questioning Attitude and Listening Skills
  • Self-assuredness and Coaching - Some Risk-taking is Critical
  • Coaching in Times of Change and Understanding Your Own Power
  • Rewarding Behaviors
Elements of Leadership
  • Why and Context
  • Is there an Elephant in the Room?
  • Team Norms
  • Shadow of a Leader
  • Setting Priorities
Elements of Mentoring
  • Mentoring as a Competitive Advantage
  • Why and When Mentoring Programs are Useful
  • Mentoring Strategies and Skills
  • Peer to Peer Mentoring and 360 Feedback
Summary and Action Planning

DAY THREE
One2One: Giving Positive and Constructive Feedback - Greg Moss

One2One is a series of skill development modules focused on successful conversations between a supervisor and a direct report - from "Good work" to "What happened?"; from performance reviews to salary discussions. There is a way to do it easier and get better results. This session will concentrate on the three elements that are essential to every feedback discussion and the steps for two key topics: Giving Positive Feedback and Giving Constructive Feedback. By practicing these steps using your own real-life situations, you will develop skills that you can use frequently and immediately.

Introduction

  • Feedback that Made a Difference
  • Our Approach
  • Elements of Mutual Respect
Your Role
  • Types of Feedback
  • Guidelines for Effective Feedback
  • Preparing for Feedback Sessions
Giving Positive Feedback
  • Characteristics of Positive Feedback
  • Opportunities for Giving Positive Feedback
  • Discussion Points for Giving Positive Feedback
  • Demonstration and Practice
Giving Constructive Feedback
  • Characteristics of Constructive Feedback
  • Opportunities for Giving Constructive Feedback
  • Discussion Points for Giving Constructive Feedback
  • Balancing Positive and Constructive Feedback
  • Demonstration and Practice
Summary and Action Planning

Selection Interviewing - Greg Moss
Organizations are only as successful as the people they hire. The process should be an opportunity for two-way communication and interaction to determine the fit between the candidate and the employer. Unfortunately numerous hiring mistakes take place during the interview process. This section will focus on a behavioral interviewing system to help you improve the efficiency and effectiveness of the hiring process in your organization.

Introduction

  • What are your Challenges?
  • Working with that "Gut" Feeling
  • Keys to Interviewing - Behavioral Examples
Planning
  • Identifying the Skills Needed
  • Designing an Efficient System
  • Using an Interview Guide
The Interview
  • Legal (and Illegal) Questions
  • Looking for ACEs
  • Asking the Right Questions
  • Asking Follow-up Questions
  • Controlling the Interview
Now what?
  • Interpreting the Interview
  • Making a Decision
Summary and Action Planning

DAY FOUR
Conflict Resolution and Negotiation - Atul Kalia

Employees at all levels in an organization have to deal with conflict on a daily basis. Whether it's an internal conflict between team members, between management and employees, or an external conflict between employees and customers or employees and suppliers; improper handling of a conflict, can lead to a dysfunctional workplace and lowered productivity. Yet, very few employees are properly trained in how to handle conflicts effectively. This section will equip you with influencing techniques to achieve acceptance for your solutions to workplace conflicts. In contrast to many conflict/negotiation courses that focus on winning and gaining maximum advantage, this section first seeks to understand all parties' interests and then proceeds to achieve mutually beneficial solutions. Attendees are given ample opportunities to practice these skills, receive feedback, and evaluate their conflict resolution and negotiation experience.

Introduction to Conflict

  • Typical Reactions to a Conflict
  • When is it a Conflict?
  • Stages of Conflict
Basics of Conflict
  • Conflict Exercises
  • Key Causes of Conflict
  • Typical Workplace Conflicts
  • How to Break an Impasse
  • Reading non-Verbal Signals
Influencing/Negotiation Basics
  • Negotiation Exercise
  • Persuasion vs. Negotiation
  • Types of Negotiation
  • Stages of Negotiation Process
  • What to Reveal
  • Sources of Power and Strategies of Influence
  • Understanding Your Negotiation Style
  • Skills for Successful Negotiation
  • Win-win
  • Ethics
Reframing Conflict
  • Converting the Conflict into an Opportunity
  • Visualize the Optimal Situation
  • Win-win Resolution
  • Conflict Exercise and Class Discussion
Sustainable Resolution
  • Conciliatory Gestures
  • Building Trust
  • Nurturing the Relationship
Summary and Action Planning

DAY FIVE
Building High Performance Teams - Sanjeev Kapoor

Engineering supervisors and managers in today's organizations have to work in cross-functional teams consisting of personnel from Manufacturing, Purchasing, Sales, Quality and Program Management. In addition, such engineering management professionals are often responsible for leading technical engineering teams in their workplace. Whether working as a team member on a cross-functional team or as a team leader for technical teams, engineering professionals need specific training and skills to ensure that the team functions at its optimal best. In this section you will learn appropriate skills that allow team leaders to optimize their team's output, and highlight key characteristics of high-performance teams. Team building exercises and activities will be used to enhance learning of these concepts.

Team Experience

  • Case Studies of Great Teams
  • Charting Individual and Team Personalities
  • Group Experiences - Good and Bad Teams
Skills for Leading Teams
  • Providing the 'Big-picture' Framework
  • Asking the Right Questions
  • Dreaming the Ideal State
  • Team Building Exercise
Dealing with 'Gray' Situations
  • Conflict Resolution, Tough Choices, Individual vs. Team
  • Constructive Feedback and Problem Solving
  • Exercise
Team Building
  • Myths about 'Dream Team'
  • Selection Practices
  • Roles and Purpose Definition
  • Engagement Factor
  • Exercise
Best Practices
  • Exercise
  • Developing Trust and Collaboration
  • Feel included - Avoid Omissions
  • Authentic Appreciation
  • Celebrate Small Victories
  • Social Norms and Culture - Rituals, Protocols
Synthesis
  • Personas
  • 100% Commitment
Summary and Action Planning

Academy Wrap-up

For individuals interested in completing the SAE General Management and Leadership Certificate Program, this academy may be substituted for the Managing Engineering and Technical Professionals and Leading High Performance Teams requirements.

SAE offers a number of other courses to prepare engineers for the challenging roles of managers and leaders. For a complete list, please vist http://training.sae.org/seminars/byttlist/33000/.

Instructor(s): Atul Kalia, Sanjeev Kapoor, Greg Moss, Jaspreet Singh

kalia_atul Atul Kalia - Lead Coach
Atul is the co-founder of Certus+, a consulting firm focusing on Leadership Development, Executive Coaching, Process Improvement, Project Management, Business Alignment & Consensus Building, Business Strategy and Strategy Execution. Prior to this, he was the Director of Engineering at Pontiac Coil Inc. Atul has over 20 years of experience in the areas of Product Development & Launch, Process Improvement, Project Management and Coaching in various leadership roles. Atul's sincere and centered approach to leadership is grounded in authenticity, genuine compassion for others and a quest for ever increasing self-awareness. He has instructed and coached hundreds of engineers over his professional career, covering leadership skills as well as technical subjects. His passion for facilitating and coaching is rooted in an insatiable thirst for knowledge and his belief that coaching is a way to spread knowledge while continuing to learn. Atul has a B.S. in Mechanical Engineering from Punjab University in India, specializing in Automotive Engineering, a M.S. in Mechanical Engineering from the University of Maryland, specializing in robotics and kinematic and dynamic analysis, and an M.B.A. in Corporate Strategy from University of Michigan, Ann Arbor.

kapoor_sanjeev Sanjeev Kapoor
Sanjeev is a Senior Project Manager at Ford Motor Company. He is an experienced positive leader with 20+ years of proven track record in global program management, lean product development, process Re-engineering, cross functional collaboration and building high performing teams in North America, Europe and Asia. Sanjeev is a certified Six-Sigma Black Belt and Project Management Professional and has led multiple interactive workshops to coach over 250 engineers globally for using data driven advanced statistical tools to improve quality of products and services. He is the recipient of Six-Sigma Excellence Award for lasting contributions to consumer-driven quality efforts at Ford. Alan Mullaly, Ford CEO, has honored him with a Global Diversity Award for his contributions to One Ford Diversity initiatives. Sanjeev holds a B.S. in Mechanical Engineering from Panjab University in India and is currently completing an M.B.A from the University of Michigan, Ann Arbor with emphases in corporate strategy and finance.

GregMoss Greg Moss
Greg has over 35 years in corporate training and development, mostly within the automotive industry. With a background that includes technical and management skill areas, he has continuously sought to bring the most relevant and up-to-date resources to meet the rapidly changing needs of the technical community. Greg is active with the Michigan Academy for Green Mobility Alliance (MAGMA) and served as co-chair of the board. He has been active in identifying the skill requirements and educational needs of the engineering community for many years. Most recently, Greg was employed at DENSO's North American technical center and marketing offices, which included running the program for training new managers. He is a Certified Performance Technologist and holds a B.A. in Education in mathematics from the University of Michigan and an M.B.A. from Midwestern State University, Texas.

singh_jaspreet Jaspreet Singh
Jas is currently a Senior Supply Chain Manager at DTE Energy, where he manages a team of purchasing professionals to deliver services and materials for DTE Gas Company. Prior to this, Jas worked in the automotive industry for twelve years in engineering, business, and management roles. He has experience in leading and building teams, leading through change, and has successfully used various coaching techniques to develop people and build high performing teams to deliver projects, programs, departmental and organizational goals. Jas has a B.S. in Mechanical Engineering from Thapar University in India and an M.B.A from the University of Michigan.

Fees: $2895.00 ; SAE Members: $2315.00 - $2605.00

4.0 CEUs
You must complete all course contact hours and successfully pass the learning assessment to obtain CEUs.

To register, click Register button at the top of this page and submit the online form, or contact SAE Customer Service at 1-877-606-7323 (724/776-4970 outside the U.S. and Canada) or at CustomerService@sae.org.