Course is closed
Lead Instructor(s)
Date(s)
Jul 27 - 31, 2020
Registration Deadline
Location
Live Virtual
Course Length
5 Days
Course Fee
$4,700
CEUs
3.3 CEUs
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This course may be taken individually or as part of the Professional Certificate Program in Innovation & Technology OR THE PROFESSIONAL CERTIFICATE PROGRAM IN BIOTECHNOLOGY & LIFE SCIENCES.

Offered by the premier Gordon-MIT Engineering Leadership Program, this five-day course is designed to equip you with the skills and perspectives needed to lead yourself and others in today’s engineering and technology environments. You will improve your leadership skills by learning from the latest breakthroughs in the practice of leadership within a program that draws on a variety of teaching methods, especially hands-on learning. Like the practice of leadership itself, this program will be high-contact, high-energy, and consequential.

The transition to becoming an engineering leader is one of the most promising, yet challenging experiences that engineering professionals can face. The promise comes from becoming a new kind of professional; one who can mobilize sometimes-conflicting individuals around a shared vision, solve problems through “real” teamwork, and motivate people to deliver their best results. The challenge comes from learning to work in an entirely new way; from relying solely on oneself to deliver individual results to leading others to deliver collective results. Herein lies the nature of the delicate relationship between leadership and followership.
 

Participant Takeaways

  • Enhance your understanding of the nature of leadership and followership
  • Build a foundation of team-building skills
  • Develop and deliver an inspiring and shared vision
  • Discover new ways to lead and motivate others in technical environments
  • Gain support for your ideas in environments characterized by conflicting stakeholder needs
  • Learn to manage conflicts through negotiations and constructive dialogues

Who Should Attend

This course is designed for engineering, science, and technology professionals with less than 15 years of experience who are leading others for the first time, or aspiring to do so. Those who attend usually include: engineers, research scientists, managers, project or product managers, directors, crew chiefs, members of technical staffs, and technical leads.

Requirements

Laptops/devices with word processing capability are recommended. Advance materials may be sent by email or posted to the MIT Stellar system; please expect an email from the course directors with information about how to access these materials.

Program Outline

Day One, July 27 — Fundamentals of Leadership for Engineering Professionals
9:00 AM – 9:30 AM: Introduction to program instructors, participants, and learning goals. (Niño and Rahaman)
9:30 AM – 11:00 AM: Fundamentals of engineering leadership: Overview of perspectives on management and leadership and implications for emerging leaders. (Niño and Rahaman)
11:00 AM – 11:15 AM: Break
11:15 AM – 12:00 AM: Fundamentals of engineering leadership (cont). (Niño and Rahaman)
12:00 AM – 1:00 PM: Lunch
1:00 PM – 2:30 PM: Where leadership skills matter in technical career paths. (Rahaman)
2:30 PM - 2:45 PM: Break
2:45 PM – 4:15 PM: Creating a team vision: Review methods for creating a shared team vision and overview of practice exercise. (Niño)
4:15 PM - 4:30 PM: Break
4:30 PM – 4:45 PM: Introduce group project: Discuss how program participants will form groups to address topics of special interest
4:45 PM – 5:30 PM: Learning from reflection: Participants review, assess, and document day's key learning. (Niño)

Day Two, July 28 – Leading in Multi-Stakeholder and Systems Engineering Environments
9:00 AM – 10:15 AM: Achieving collective support in multi-stakeholder environments: Discerning and prioritizing diverse stakeholder needs; Reconciling differences and presenting a unifying vision; Achieving buy-in and support for complex projects and programs. (Magarian)
10:15 AM – 10:30 AM: Break 
10:30 AM – 12:00 AM: Achieving collective support in multi-stakeholder environments. (Magarian, cont.)
12:00 AM – 1:00 PM: Lunch
1:00 PM – 2:30 PM: Leading the development of complex systems. (Joel Schindall, Gordon Professor of the Practice of Product Development, Emeritus, MIT, and formerly VP and Chief Technology Officer of Loral Space and Communications, and President of Loral Conic).
2:30 PM – 2:45 PM: Break
2:45 PM – 3:15 PM: Reflection: Participants review, assess, and document day's key learning.
3:15 PM – 5:30 PM: Form special interest groups and begin working on group projects.

Day Three, July 29 — Building Positive Relationships and High Performing Teams
9:00 AM – 10:15 AM: Making an Impact: Setting yourself up for successful career progression. (Rahaman and Schindall).
10:15 AM – 10:30 AM: Break
10:30 AM – 12:00 PM: How leaders create motivating environments in teams. (Niño)
12:00 AM – 12:10 AM: Break
12:10 AM - 1:10 PM Lunch – Joel Schindall on “From Geek to Chief: How did a PhD Geek Engineer from MIT wind up as Chief Engineer for a $4B constellation of 48 low earth orbit satellites to provide phone communication from almost anywhere on earth?  How did it work and what were the challenges?” 
1:10 AM – 1:20 AM: Break
1:20 PM – 2:00 PM: Developing high performing teams: Challenges and strategies. (Feiler)
2:00 PM – 3:00 PM: Experiential learning exercise (Schindall and Feiler)
3:00 PM – 3:15 PM: BREAK
3:15 PM – 3:45 PM: Reflection: Participants review, assess, and document day's key learning.
3:45 PM – 5:30 PM: Groups work on projects and final presentations.

Day Four, July 30 — Managing Oneself, Building an Inclusive Environment, and Negotiations
9:00 AM – 10:15 AM: Leadership operating framework. An interactive discussion on leadership, and the
skills, characteristics, behaviors, and attitudes forming a framework for effective leaders. (McGonagle)
10:15 AM – 10:30 AM: Break
10:30 AM – 12:00 PM: Leading an inclusive engineering environment: Strategies for developing inclusive and creative cultures in engineering teams. (Rahaman)
12:00 PM – 1:00 PM: Lunch
1:00 PM – 3:15 PM: Managing conflict and negotiations: Evaluating your personal conflict management styles and practice negotiation skills. (Niño)
3:15 PM – 3:30 PM: Break
3:30 PM – 4:00 PM: Reflection: Participants review, assess, and document day's key learning.
4:00 PM – 5:30 PM: Groups work on projects and final presentations.

Day Five, July 31 — Final Presentations
9:00 AM – 10:15 AM: Special topics presentations: Groups will deliver their final presentations on engineering leadership topics of special interest.
10:15 AM – 10:30 AM: Break
10:30 AM – 11:45 PM: Special topics presentations (cont.)
11:45 AM – 12:15 PM: Charting your leadership development journey (Niño)
12:15 PM – 1:00 PM: Course reflection: Participants reflect on week's activities, assess program, and receive program certificates.

Adjourn

Other Instructors

Links & Resources

Testimonials

"The class was very nicely structured, with more practical advice than theory. I came out of it with concepts that I could apply immediately in my workplace. I also liked the format - the lecturing was kept to a minimum, and concepts were reinforced using hands-on exercises. This was a focused course that outlined practical concepts. The course itself taught useful methods, and it also provided a basis for future learning. As such, I would recommend this class for any young engineer."
MISSION OPERATIONS ENGINEER, NASA JET PROPULSION LABORATORY
"The course content was formalized in a way that was very clear, made a lot of sense, and had examples as to how to put these theories into practice. I learned highly valuable tools to make me a more effective leader at my job."
VALIDATION ENGINEER II, SHIRE HGT
"The course was very well designed and executed. It gave me both practical skills and insightful perspectives. The course was very engaging beginning to end. I have already started recommending this class to my colleagues."
PROJECT ENGINEER, STRYKER IMT
"It provides real-life experiences such as how to manage and act as a manager. In addition, exercises given through the course provide an understanding of how the course tools are being used and at the same time, reflect on some of the different methods that the different teams employed. Lastly, the sharing of different organizational ways of leadership was also very interesting and enlightening."
TEAM LEADER, SCHLUMBEGER
Content

The type of content you will learn in this course, whether it's a foundational understanding of the subject, the hottest trends and developments in the field, or suggested practical applications for industry.

Fundamentals: Core concepts, understandings, and tools - 20%|Latest Developments: Recent advances and future trends - 20%|Industry Applications: Linking theory and real-world - 60%
20|20|60
Delivery Methods

How the course is taught, from traditional classroom lectures and riveting discussions to group projects to engaging and interactive simulations and exercises with your peers.

Lecture: Delivery of material in a lecture format - 20%|Discussion or Groupwork: Participatory learning - 40%|Labs: Demonstrations, experiments, simulations - 40%
20|40|40
Levels

What level of expertise and familiarity the material in this course assumes you have. The greater the amount of introductory material taught in the course, the less you will need to be familiar with when you attend.

Introductory: Appropriate for a general audience - 50%|Specialized: Assumes experience in practice area or field - 40%|Advanced: In-depth explorations at the graduate level - 10%
50|40|10