How can you teach essential soft skills to engineering managers?

1 Assess the current skill level

The first step to teach essential soft skills to engineering managers is to assess their current skill level and identify their strengths and weaknesses. This can be done through various methods, such as self-assessment, feedback, surveys, or performance reviews. The goal is to create a baseline for each engineering manager and tailor the learning objectives and outcomes accordingly. For example, some engineering managers may need to work on their communication skills, while others may need to improve their conflict resolution or delegation skills.

2 Provide relevant and engaging learning resources

The next step is to provide relevant and engaging learning resources that match the learning objectives and outcomes of each engineering manager. These resources can include online courses, books, podcasts, videos, webinars, or workshops. The key is to choose resources that are practical, relevant, and interactive, and that address the specific challenges and scenarios that engineering managers face in their work. For example, a resource that teaches how to communicate effectively with different stakeholders, such as clients, team members, or senior management.

3 Create opportunities for practice and feedback

The third step is to create opportunities for practice and feedback that allow engineering managers to apply and refine their soft skills in real or simulated situations. These opportunities can include role-playing, case studies, peer coaching, mentoring, or project-based learning. The key is to provide constructive and timely feedback that helps engineering managers identify their areas of improvement and celebrate their achievements. For example, a feedback session that highlights the positive and negative aspects of an engineering manager's presentation or negotiation skills.

4 Encourage reflection and self-awareness

The fourth step is to encourage reflection and self-awareness that help engineering managers monitor their own progress and evaluate their own performance. This can be done through various tools, such as journals, portfolios, logs, or self-evaluation forms. The goal is to help engineering managers become more aware of their own strengths and weaknesses, their emotions and motivations, their impact and influence, and their goals and aspirations. For example, a journal entry that prompts an engineering manager to reflect on a challenging situation and how they handled it.

5 Foster a culture of continuous learning

The fifth step is to foster a culture of continuous learning that supports and motivates engineering managers to keep developing and improving their soft skills. This can be done through various strategies, such as recognition, rewards, incentives, or gamification. The key is to create a positive and supportive environment that values and encourages learning, growth, and innovation. For example, a recognition program that acknowledges and celebrates the achievements and contributions of engineering managers who demonstrate outstanding soft skills.

6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?