Engineer Seeks Job, Tips for Jobseekers

Having moved across the country, my previous networking achievements hold little sway. I now live in the grand city of Gainesville, FL, with a population nearing 200,000 during the school-in-session months. Beyond the gorgeous vegetation and un-abating humidity during the days and nights, I find myself in a situation where my communication skills are in greater demand than ever before.

Where previously I could walk in and show myself to anyone I needed to speak to, I am now on the outside of the adminosphere of every company in the city. My communication focus now has shifted to showing myself and my skills to others in the form of two little documents called the Resumé and the cover letter. This is a personal challenge for me because I’ve gotten used to being verbose in order to communicate what I need, so as to avoid any confusion. Now, brevity is the calling of the day. Here are a few things I’ve discovered about the job hunt that can hopefully assist an aspiring engineer:

  • The cover letter should be no more than a page long. I’ve had several people read and edit my cover letter, and the last reviewer had the best advice for me. “I’ve been guilty of looking at a cover letter and saying to myself, ‘I don’t have time to read all of that.'” When you think that these managers have potentially tens to hundreds of applications to look through, brevity is preferred.

    My cover letter went from 1.6ish pages to under 2/3 of a page with only three paragraphs. The first is my mission and what I want. The second is why the company would want to hire me, highlighting my skills. The third is optional (though I don’t think so) and covers some research on the company and touches on how I see the need for their company and humbly request and audience.

  • Focus on the points of the job. That middle paragraph (the top can hint at some things also) is the place you have to show what you’re worth. Often, online systems perform a keyword match of the resumes and cover letters to determine what percent match a particular candidate has to the position that is open.

    So, copy the text from that duties/responsibilities/skills section and ensure that you cover as many as you possibly can without simply keyword stuffing your letter. Obviously, once you pass through the virtual firewall (so to speak) a human will read it, and if you simply stuff your letter to get through the system, a person will know and likely throw it out.

  • Let the resumé speak for itself. The cover letter need not include everything you’ve done. If you have proficiency in twenty programming languages, don’t list them in your cover letter. Don’t include EVERYTHING you’ve ever done, because your resume has a purpose too! Its purpose is to itemize the details of everything you find relevant to the open position. Remember, the cover letter is simply there to show your interest and give an overview of why you need to be the one chosen.
  • Show some interest in your hopeful new organization. Spend some time looking at what they do and include it (maybe in that final paragraph). Not all managers expect that, nor do all appreciate it, but those that do may find it hard to hire you if you’re merely feigning interest. Doing some research shows some level of interest from you, and can push you beyond the round filing cabinet just for the small amount of effort you took.
  • Don’t rely on one job website to satisfy your research. I’m on Careerbuilder.comMonster.comJobs.netCraigslistLinkedIn, and probably a few more that I don’t get emails from regularly. I can’t tell you how many jobs have been only posted on one of these sites. If you find a new one, bookmark, signup and check back frequently to see if there is a posted job that you haven’t seen before. Worst case is you get another daily email until you find the job right for you.
  • Be available. Almost goes without saying, but I submitted an application online and received a callback two hours later. Be available, because if you’re not, those recruiters may not call you back a second time.

Hopefully this advice will help some of you. What are your thoughts? Any suggestions I’ve not mentioned? I’d love to hear your thoughts in the comments!

Should You Really Be A Manager?

Employees rely upon the knowledge and leadership direction given them by their superiors.  This is not a new or novel concept, however in looking at many of the managers out there where I’ve worked, the fact is that many of those managers are not capable of the job they perform.

I was placed under a manager recently, who exemplified the phrase “promoted to the level of incompetence.”  This man’s leadership style was not just bad, but entirely lacking.  He showed this through his actions as a manager in the following ways:

  • When asked by his superiors if a project could be done in a certain time-frame, he would never ask the engineers doing the work; merely being a “Yes man”.
  • During meetings, when one of his engineers would point out a problem, or a time conflict, he would chastise them in front of the group and all but guarantee that the issue was not an issue.
  • He wouldn’t accept the reality of what the current technology could do, and so, would offer solutions based upon a ten year old technology that had long been abandoned.
  • Little communication came from his office until the time had come for action to be taken.

I could continue the list, but suffice it to say, management and leadership were NOT his forte.  The problem is that this type of scenario occurs because of the intrinsic desire for people to move up in an organization, and for the established leadership to recognize good performers and try to promote them.

Ponder this.  You are a new engineer and you got your first job.  You love the job, and you’re engaged by the work, so you pursue your projects with fervor and excitement.  A year or three in, you receive a promotion for the great work you’re doing.  You continue and after some more years, gain another promotion!  Eventually the time comes to make a choice: do I stay an engineer, or move up into management?  Your manager offers you the option of either, and what choice do you make?

Think hard!

The answer for most people I’ve spoken to is “Management”.  I then continue probing and asking why management is their goal.  The response usually falls back to “pay is better, and you get bonuses.”  Now, this logic may very well be true, but the fact is that the position of manager holds its own responsibilities and duties that an engineer does not need to concern themselves with.  It also comes with those responsibilities that many engineers don’t understand.

But I can totally lead a team!

That may be, but it also might not be.  Leadership and management positions hold completely different requirements to be effective!  Engineers are detail oriented and focused on tasks at hand.  Leaders must be somewhat detail oriented, but predominantly they are big-picture people:

  • They must be able to see skills in others and determine how to deploy those human resources.
  • They must be able to prioritize tasks, even when the desired tasks may not be at the top of that list.
  • They must understand that an overly personal relationship with one member of the team can have adverse effects on the rest of the team.
  • They must be able to make the hard choices of when and how to fire employees (I’ll keep the PC sugarcoating out of it).

Obviously there are many more facets beyond the small list above, but the fact is that being a great engineer does not equate with being a stellar manager.  When contemplating your future, or when another engineer is thinking of their future as a manager, the real question to ask is, “Are you capable of performing the job?”

Money is great, but staff and senior engineers make a good amount of money.  If you are hesitant to meet new people, communicate effectively, or make the hard decisions that are required, then management really isn’t for you.  If you love writing code, making CAD schematics, debugging and getting projects done, it likely isn’t going to make you happy and fulfill your goals and interests.

Obviously, many people make the transition successfully, as evidenced by the large number of upward-bound employees at large software companies around the world, but the decision must be based upon more than “more money” or “more power.”  It should be based on your goals for your life.

What suggestions would YOU make to someone contemplating moving up in an organization?  Pitfalls?  Please share them in the comments!


Kick That Lazy PM Into Gear

Project managers are essential to system functioning, but as I described before, some are just plain lazy!  Take a look at the post to get an idea of some problems that arise, but here, I want to discuss some strategies to deal with them.

  1. They don’t respond to requests for information.  One thing I have learned through my life is that people will communicate only as much as they deem necessary to maintain whatever level they want to have with you.  I mean, if they don’t want to talk to you and converse, get over it! You can’t force something that won’t happen, so don’t push for a friendly relationship that is mutually beneficial.  If the PM is unconcerned with that email you sent out yesterday, and avoiding the telephone call you made earlier today, the time has come for you to walk over and ask your question in person.  They can’t push you out effectively when you’re standing there staring at them.  (One caveat to this, of course, is ensuring that they ACTUALLY are ignoring you and not merely too busy to respond)
  2. They come to meetings noticeably unprepared. The boy scout motto of being prepared is ignored by many people including those lazy PM’s who can’t seem to understand that meetings have one purpose: to get things done.  To “help” them out, a couple days before the meeting, contact them (actually speak to them, no voice mails or emails) and ask what they plan to have accomplished at this week’s meeting.  You likely won’t get an answer to this request on the phone, so leave them with some things YOU expect to have discussed.  Follow up with an email to the group asking for their input on what needs to get decided during the meeting, and on the day of, ask the PM for an agenda of the items that need to be discussed that day.  If they don’t provide one in time for the meeting, print out the emails your team has thrown around and have them ready.  If the PM won’t take charge of the meeting, the time has come for you to do so.  Now, at least you’ve given everyone a day or two chance to add items and you can begin with your own concerns, and move on to those of everyone else.
  3. They behave reactively, rather than proactively.  This personality trait is one that takes time to overcome, and effort.  First step here is to be proactive yourself.  If you push them to think of things before they want to, it will likely get done before they would have accomplished it.  I don’t mean to inundate their inbox with emails or harass them with phone calls, but rather, at the beginning of the day, contact them and discuss the points you need to be discussed.  This will force their brain to align itself to yours for at least the moment.  If you ask for resolutions to issues, discuss with them how long it will take, and call them shortly before the due-date.  If you wait until the due-date is reached, you’re pushing back the procrastination beyond YOUR acceptable limit.
  4. They are unresponsive unless the boss asks or you go talk in person.  My overarching point in this area is that communication is up to YOU.  If they don’t reply until you go talk in person, perhaps you need to speak to them in person every time you need to talk.  Again, they can’t ignore you when you’re standing in front of them, so that’s what is needed.  If there is a pattern of unresponsiveness, you may need to move on to their boss to find out a more effective way of keeping them accountable.  That could mean emailing their boss first, and having the boss ask them directly to ensure that communications are responded to.

The long and short of it is that when people aren’t responding to you, or doing their job correctly and effectively, there is a problem with the team, and that problem needs to be resolved.  These are some strategies to employ when you’re first seeing problems, or when you feel that the problems can be resolved without much escalation.  My next post will discuss what to do when these simple strategies don’t work.


Top Problems With Lazy Project Managers

I’ve already discussed that project managers are a necessary addition to a development team, as well as the fact that some are overzealous, which takes its toll on the team dynamics. Today I want to discuss why lazy project managers are actually terrible and destructive additions to any development team.

  • They don’t respond to information requests.  How many times have you contacted someone with a question and not wanted to receive a reply?  I’m not sure that’s ever happened to me, because generally I ask questions with the expectation of an answer.  This is no different for project managers, and in fact, the majority of their job is balancing the plates up in the air while shuffling people toward the end goal.  This requires providing INFORMATION when individuals need it.  An engineer, artist, designer, etc. should not have to ask twice, or even three times for an answer that is relatively easy to obtain.
  • They come to meetings noticeably unprepared. I’ve been to numerous meetings where everyone arrives on time, is ready to contribute and discuss, and all that is necessary is the person in charge to get things underway.  In fact, the project manager has that duty.  So, the meeting begins, he/she then asks what needs to get discussed.  Wait a minute, shouldn’t the purpose of a meeting be to have an agenda?  A plan of action?  Open ended meetings tend to be rather unproductive and useless, which is why we rely upon the manager of the project to get things focused.  Not knowing where people are, what they are to do, or why the meeting was being held in the first place is a huge issue with productivity in teams.
  • The behave reactively, rather than proactively. A sign of any truly great person is their ability to see problems ahead and act on those before they become a problem.  Lazy project managers, however, sit in their cubicles and no one really knows what they’re doing with their time.  The idea is based on the knowledge that they don’t go out of their way to resolve issues ahead of time.  Until YOU go speak to them, the issue doesn’t exist as far as they’re concerned, and in reality, once you leave their office, it gets shoved to the back burner for some YouTube amusement.
  • Are unresponsive unless 1. The boss asks, or 2. you go and talk in person. Everyone is interested in maintaining their job placement for as long as it suits them.  This is a fact of the working world, so of course, when the boss asks a question, the answer must be somewhat forthcoming.  With non-supervisor people, however, the communication channels tend to be more lacking.  In fact, sometimes, the communication becomes non-existent.  This forces the coworkers to actually go to the project manager with questions because they likely will never get answered via the telephone or email.
  • They destroy team enthusiasm and engagement. This is less a feature of lazy project managers, and more of a symptom of having one on a team.  When a project manager is performing their duties to the best extent possible, they provide a level of cohesiveness to the team that is hard to obtain any other way.  This aspect is removed, however, when the project manager is lazy with respect to their duties.  The ties of comradery never fully develop, and in fact, many times are reduced to merely “having to” work with your team on some project that no one cares about.

There are some things I’m missing in the above list, however, these are the most problematic issues I have seen in my time engineering.  Project managers can, and I would argue MUST, be the lynch-pin in any development project.  Success or failure to launch lies significantly on their shoulders, and as such, they should be treated with reverence and respect so long as they get off their asses and do it.

Mind you, more often than not, the project managers I have worked with have been proactive and successful, but those that cause problems are the ones that stick out in peoples’ minds.

What have I missed?  Am I off-base?  Let’s discuss in the comments!


Project Managers Don’t Listen To Anyone’s Ideas

You may have the greatest ideas on the planet, but if you can’t communicate their worth, no one will adopt them.  Not always is the problem that your ideas are the best, however, and so I’m going to describe a few reasons why your “great” ideas dont get adopted. Continue reading “Project Managers Don’t Listen To Anyone’s Ideas”

Overzealous Project Managers: Problems and Solutions

I have worked on many projects in my time as an engineer, and in that time, I have discovered that the project manager tends to be one of the lesser liked roles in the project team.  In my previous post, I discuss the reasons why project managers are critical to a project’s success.  However, despite the positive sides of project management, engineers, specifically, seem to experience both the overzealous and lazy project managers with a high enough frequency that the major complaints must be voiced.  Therefore, here are a few of the major points of contention with overzealous project managers and what you should do about them: Continue reading “Overzealous Project Managers: Problems and Solutions”

The Dangers of Feature Creep


In my prior post, Beware, Feature Creep Has Downsides, I discussed the implications of feature creep that would be of concern to managers in relation to time and money expenditures.  I’m going to delve a little bit further here to discuss employee engagement and something to think about for managers out there. Continue reading “The Dangers of Feature Creep”