It happens to just about all of us eventually. So you're a mid-career engineer, possibly a project leader. You've been with the company for many years, receiving very good performance reviews and above-average pay raises. You're pretty confident and excited about what you do, and you've hit your stride. Your project's moving along, and people come to you for technical advice and assistance. Then the other shoe drops.
The company's launching a new, technically challenging product initiative that needs someone to take it from design to market. In particular, management wants you. Your supervisor recommended you as the best on the team. Others concurred after reviewing your background and experience. But you haven't been chosen as a line engineer, which is the way it's been for the last ten years. Instead, you're tapped as the engineering manager.
Your first thought is to be flattered that your skills and efforts are being recognized. Now, you'll finally have some influence over a product's design and implementation. In addition, the extra raise will come in handy toward a new home and the children's college education.
The decision isn't as easy as it sounds, however. It's one that may well affect the entire future of your career. Hiding underneath the added authority, increased salary, and recognition by your peers may be pitfalls liable to make both you and your employer dissatisfied.
Even if you aren't particularly interested in the job, you're worried about the perception of turning it down. It may not be the right project for you, or you may think it necessary to have another year or two of experience. But if you reject the offer, that might send management the wrong message. The opportunity may never come again.
Then there's the question of what your colleagues will think. One engineer who started about a year before you is already at the director level. The new project managers coming in look younger than you do. You enjoy your work and feel challenged by it, but you're starting to feel left behind in the career race.
It won't be the last time you'll be faced with such a decision. And there's no clear right answer to it. But asking yourself some direct questions about yourself and the opportunity being presented can be helpful. You can determine if the opportunity is your next career step, or your first step away from what you really want to be doing.
What do you like to do? A career can span 40 years or more. To remain productive, day in and day out, it's essential that you truly enjoy your work. Many bad managers are that way at least in part because they dislike being a manager to begin with.
To help determine what you like to do, analyze your current tasks. Decide which give you pleasure, which seem like chores, and which you make every attempt to avoid. Categorize those that are hands-on, solitary, decision-making, or collaborative in nature. Then talk to or observe other managers to ascertain their typical duties.
Maybe independently solving lab design problems provides you with the greatest satisfaction. In this case, working on the project will be more rewarding than managing it. On the other hand, if you like assisting others with high-level design decisions, then a management position may be the logical next move.
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