I really like some of the feedback on this question, but I think one thing is missing. Ask your manager what he means, and have them give you an example. Pref

I really like some of the feedback on this question, but I think one thing is missing. Ask your manager what he means, and have them give you an example. Preferably an example of something you did that was like an engineer and what should the leader have said. We don’t know you or how you talk or bring problems forward, so we’re pulling very general examples. Good managers should not speak in ridles, if you don’t understand what they’re asking ask them. This isn’t a problem you have to go and solve, you’re not trying to devine meaning from tea leaves. —— Some generic thoughts, cause well this is an ask. :) 1. Bringing problems to your manager. Are they of the right level or could you have solved it yourself? As you move up the career ladder/responsibility you have more responsiblity which means you deal with problems that have larger scope. My Jr guys solves (and creates) problems in functions, my Sr guy solves problems in systems, I solve problems that affect product lines accorss departments, and my VP solves problems that can affect the future of the company. But don’t bury problems that can’t solve quickly. The judgement is knowing which is your problem and which is theirs. Ex: My manager is worried about the next generation systems and how to improve companby operation by adding new widgets faster, cheaper etc. I’m worried about the next few quarter of road map and how to transition from current development to the new system, how to hire for growth. My Sr guys are worried about getting the next firmware release out, planning for the one after, and making sure we hire engineers they want to work with. —- 2. Options, don’t always bring problems bring options to help fix them and allow them to add their own. I have a project that needs to be done June 30th, if I bring him “it’s impossible” a good manager will go “but what if we hired contractors?” So what options can you bring forward for the impossible project: a. Shift the end date (generally something you can’t do, but make sure you understand why it’s June 30th and not July 31st. Did you promise this date earlier before unstanding scope? Doy you understand the ramifications of missing it?) b. Redcuce scope, work overtimes/long hours/burn out the team, other engineering direct solutions. c. Can you find new resources, how much would it cost? Are they internal, external? Could you shift someone from another low priority project? What’s your projects priority? d. What’s the cost of your various options compared to being late/early, etc. —- 3. Think of the organization not just your project. How does your work fit into the whole and what’s its importance, etc. 4. What people issues are you bringing your manager? Are you making sure to understand people aren’t computers/resources. They have feelings, different drives and desires, etc. Anyways, ask your manager what they mean!