Comments on: How to respect a CAD Manager (or anyone else) http://www.caddmanager.com/CMB Practical, proven insight into CADD Management from Mark W. Kiker Wed, 08 Feb 2012 05:07:09 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Arvind Soni http://www.caddmanager.com/CMB/journals/journal-may-2008/respect-a-cm/comment-page-1/#comment-1327 Arvind Soni Wed, 19 Nov 2008 10:33:01 +0000 http://www.caddmanager.com/CMB/journals/journal-may-2008/respect-a-cm/#comment-1327 That's very informative and necessary to grow up. That’s very informative and necessary to grow up.

]]> By: CADDManager http://www.caddmanager.com/CMB/journals/journal-may-2008/respect-a-cm/comment-page-1/#comment-613 CADDManager Tue, 20 May 2008 14:20:06 +0000 http://www.caddmanager.com/CMB/journals/journal-may-2008/respect-a-cm/#comment-613 JM, Great point. I stress in my CAD Leadership presentations that it is the management skills that will eventually take you farther than your technical skills. JM,

Great point. I stress in my CAD Leadership presentations that it is the management skills that will eventually take you farther than your technical skills.

]]> By: JM http://www.caddmanager.com/CMB/journals/journal-may-2008/respect-a-cm/comment-page-1/#comment-612 JM Tue, 20 May 2008 13:14:25 +0000 http://www.caddmanager.com/CMB/journals/journal-may-2008/respect-a-cm/#comment-612 Traditional CAD management is suffering from confusion between technical skills and management skills. Considering constantly varying skills sets, areas of specialization and experience in individuals, it is unreasonable to assume that CAD managers, if appointed based on technical skills alone, will be good long-term managers. This is NOT intended as a put-down. It is a simple reality experienced in other technical business environments. Technical expertise does not mean management expertise. Relying on a single individual's technical skill set can limit any organization's growth and ability to remain competitive. For the sake of business continuity appoint a semi-technical manager for CAD. For the sake of technical proficiency mandate that the semi-technical CAD manager identify and liaison with those CAD staff who possess the most dynamic technical skill sets. This approach requires an experienced semi-technical manager. That manager will need to focus on management and can be relieved of maintaining "state of the art" technical knowledge. The high level technical liaison group can remain focused on bringing the latest technical capacities to the organization. Both positions can be measured and recognized for both individual performance AND team work. When we talk about respecting CAD managers lets have enough respect for them to NOT set them up for eventual failure. They are too important. Traditional CAD management is suffering from confusion between technical skills and management skills. Considering constantly varying skills sets, areas of specialization and experience in individuals, it is unreasonable to assume that CAD managers, if appointed based on technical skills alone, will be good long-term managers. This is NOT intended as a put-down. It is a simple reality experienced in other technical business environments.

Technical expertise does not mean management expertise. Relying on a single individual’s technical skill set can limit any organization’s growth and ability to remain competitive. For the sake of business continuity appoint a semi-technical manager for CAD. For the sake of technical proficiency mandate that the semi-technical CAD manager identify and liaison with those CAD staff who possess the most dynamic technical skill sets. This approach requires an experienced semi-technical manager. That manager will need to focus on management and can be relieved of maintaining “state of the art” technical knowledge. The high level technical liaison group can remain focused on bringing the latest technical capacities to the organization. Both positions can be measured and recognized for both individual performance AND team work.

When we talk about respecting CAD managers lets have enough respect for them to NOT set them up for eventual failure. They are too important.

]]> By: Steven Fletcher http://www.caddmanager.com/CMB/journals/journal-may-2008/respect-a-cm/comment-page-1/#comment-611 Steven Fletcher Mon, 19 May 2008 22:49:32 +0000 http://www.caddmanager.com/CMB/journals/journal-may-2008/respect-a-cm/#comment-611 Great Article!! Great Article!!

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