FROM

technologist TO
MANAGEMENT
- A PROGESSIVE JOURNEY

What is technologisting
the application of
science and
mathematics by which
the properties of
matter and
thesources of energy
in nature are made
useful to people
the design and
manufacture of
complex products

Personality of a
Technologist
Technologists are
comfortable with
technology and
trained in problem
solving.
They are seen as
being curious an
and enjoy
discovering how
things work and
solving problems.

Personality of an
Technologist
Those who stereotype technologist generally
see them as intelligent, logical, introverted but
with poor communication skills and dress
sense.

They use logic to examine ideas and develop

theories and explanations.
They like science.
They are perfectionists who are always looking for
better ways of doing things.
They like order and structure.
They enjoy discussion, debate (and arguing), about
their topic.
They often have a good sense of humour.
They commonly want to help solve the worlds problems.

Personality of a
Technologist
There are also an assortment of
characteristics which are less easy to like.
They may be unimaginative outside their own field,
(so-called tunnel-vision).
They may have poor social skills and be insensitive to
the feelings of others. Diplomacy does not come to
them naturally.
They are uncomfortable with vagueness and
ambiguity.
They may focus on theories and be reluctant to
consider conflicting data.
They can be impersonal and reserved and may take
little interest in other people.
Sub-optimal communication skills

technologists in Leadership
Positions
Roberto C.
Goizueta - former
chairman and chief
executive of CocaCola (Chemical
technologist)

Leonid
Brezhnev leader of the
former Soviet
Union,
(Metallurgical
technologist)

John F. Welch,
Jr. - chairman
and CEO of
General Electric
in 1981
(Chemical
technologist)

technologists in Leadership
Positions
Jamaica

Peter Bunting
Douglas Orane Executive
Chairman
GraceKennedy
Limited (Mechanical
technologist)

MP, co-founder and

former
Chairman of DB & G

Richard K. Powell,

(now Scotia DBG)

(Mechanical
technologist)

(Civil technologist)

President & CEO Victoria

Mutual Building Society

technologists in Leadership
Positions
Jamaica

Andrea Dempster
MD Bookophilia (Civil
technologist)

Peter Melhado
President & COO
of ICD Group
(Mechanical
technologist)

Vincent
Lawrence
former Executive
Chairman of the
UDC (Civil
technologist)

technologist and
Management
Senior
Managers
who
technologistic
background
to be more acknowledged for
management skills than
technologisting background

have
tend
their
their

Traditional Career Model

Comfort
(Superior
Subordinate)

Sr.
Mgt.

Great Stake in
being the
WISEST

Middle
Management
Trade-off
between

1st Line Management

Compete
nce

Staff technologisting

The Career Pyramid

Great Stake in
being the
BRIGHTEST

Which Career Path Should I

Follow?
The higher the
technical quotient of
the entity the more
the importance of
straddling both

Technical
Is it possible
to do
Technical
and
Managemen
t

Other
Management
11

A technologist - Challenges to
Becoming
a Successful Manager
Technical Competence
Communications
Business Skills
Management Skills
Motivation
Performance Evaluation

People (or Interpersonal) Skills A Special

Challenge
12

Important Attributes of a Good

Manager
People should know what you
stand for
Honesty (When mistakes are made,
admit it!)

Integrity
Good People Management
Skills (be prepared to deal with
human resources issues)

Reliability (when you say that you

are going to do something, DO IT!)

Important Attributes of a Good

Manager
Lead by example (dont ask your staff
to do something that you wouldnt do)
Strong Fortitude (Bad things can happen
to good people)

Ability to divorce personal feeling from

professional obligations)
Not only work with those you like (not everyone you
work with has to be your bar friend)
Inspite of ones personal preference, need to
professionally deal with everyone

Ability to create an environment where people go

to work to achieve something (not to prevent something,
as often occurs in the public sector)

Management Levels & Skills Mix

Administrative and
Conceptual
Skills

3rd Level
(Senior Managers)

2nd Level
(Middle Managers)

1st Level
(Supervisors)

Interpersonal
Skills
Technical
Skills

As organizations evolve to reflect their

business environment -- the skills mix is also
changing for the organizations managers
15

technologist to Manager Filling the Gap

You know you are ready to make
the leap from technologist to
manager when you feel like you
are looking for something more
you want to contribute on a larger
scale.

Important to develop the

attributes of a good manager

(know
what you stand for, honesty, integrity, people
skills, etc)

Adopt the logical, structured

technologist to Manager Filling the Gap

Technical Training
Establish solid base (formal &
intensive technologisting
preparation and practice
Some 7 years of good
technologisting practice

Formal Management
Training

technologist to Manager Filling the Gap

You have to look at the big picture when you
become a manager
Look at the forest not the tree
Dont get over involved in detail
Try to get your employees to understand & share the big
picture

Distance Yourself from Previous Responsibilities

Do not meddle with work of those reporting to you
Distance self from last position and (provide opportunity
for those practicing the technologisting function to
develop)

Develop a New Perspective on Management

See task as working with subordinates rather than
subordinates working for them

Seek advice from other leaders that have transitioned

from technologist to manager.

Personal Experience
Had early exposure to
technologisting
Civil technologist
Worked with Ministry of Health and NWC

Management Training
MBA
Management short courses

Straddled the two disciplines

Personal Experience
Management needs to look at the big
picture
The financial health of the enterprise is critical
Recognize that technical solutions has human
and financial implications
Addressing Human resource issues
Bringing technologistic discipline to
commercial activities

Bilateral and Multi-lateral relations

Require optimum mix
Issues are more than technical

Personal Experience
Dealing with and Managing the
political directorate
MPs want water provided to particular
communities
Management will be concerned about
scheduling and impact on budget
where best spent the last dollar