Engineering Management Academy ACAD09

Topics: Management and Organization

Why a Management Academy? Why should you be interested in this Engineering Management Academy from SAE? The answer to these questions lies in the statistics highlighted by surveys of hiring managers. For example, are you aware that:

  • 28% of internal leadership promotions fail

  • On average, it takes six years before an individual receives any formal training after being promoted to a management position

  • Individual contributors, who are technical experts, are usually natural candidates for  promotions to management positions. However, without proper training in topics such as coaching, mentoring, team building, conflict resolution, decision making, and communication skills, these technical experts may not be operating at their maximum potential.

  • The academy is designed to initiate and/or accelerate the development process for attendees by focusing on specific content and techniques throughout the week. Such an approach is intended to eliminate micro-managing, improve employee engagement, improve morale, reduce employee turnover, improve productivity and ensure a great ROI. The attendees are likely to start using these methods at their workplace as soon as the week after the academy. Their departments, colleagues, superiors, juniors and in fact the whole organization is expected to benefit as a result of the improved skills of the attendees.

SAE convened an Advisory Panel of Mobility industry representatives who identified the key topics to be covered in the Academy. We then gathered an outstanding team of coaches who have personally undergone this entire phase from being individual contributors, to being in engineering management positions, to being transformational leaders. These coaches will address the topics being offered by the Academy from their personal and first-hand accounts. The freshness and authenticity of their approach lies in the fact that they don"t want to be called "experts". Nor are they "Instructors". They are coaches who bring a combined experience of over 90 years to the academy, and are willing to share their experiences with others.

Attend this academy and:

  • Improve your communication and decision making skills
  • Manage challenging situations without getting emotionally hooked
  • Optimize your team's output, quality of throughput, commitment and engagement
  • Improve your ability to give and receive positive and constructive feedback
  • Begin a journey of growth and self-awareness for yourself to continually improve your leadership skills

Special Features

  • You will be assigned a coach who will work with you one-on-one to identify new opportunities for enhancing your management skills and develop an action plan that will help you move forward towards your goals and success as a manager.
  • Throughout the academy you will practice your newly learned skills so you are ready to implement them when you return to work.
  • Invited experienced engineering managers will be on-site to share their perspectives and lessons learned.
Learning Objectives

By attending this academy, you will be able to:

  • Assess your own management style and develop an action plan for continued growth
  • Select communication behaviors which enhance performance and team interactions
  • Identify traits that are important for managers to be effective coaches
  • Identify keys to successful decisions
  • Assess your individual behavioral style in conflict situations and identify best practices for dealing with conflict
  • Select positive strategies for dealing with employee performance issues
  • Identify specific types of interview questions which provide you with the most valuable information for the selection process
  • Identify important attributes, as well as impediments, of high performing teams

Who Should Attend

This academy is designed for engineers in transition to management, new managers as well as existing Supervisors, Managers, and Directors who may have been in managerial roles for a while but never had a chance to attend formal workshops. Other personnel working in purchasing, information technology, manufacturing, quality, sales and marketing functions for OEM's and suppliers who want to improve their skills and provide greater value to their organizations, will benefit from the academy as well.


"I believe the academy is a must for leaders at all levels! The information shared is real world."
David Short
Executive Director
Product Design Altair

"Impressed with the amount of material I can take away and use right now."
Kenneth Gratz
F Tech R&D North America Inc

"The SAE Engineering Academy was very helpful in developing management skills. I can't wait to get back to work to start implementing what I have learned."
Bryan Forsythe
Product Development Manager

"The Academy was great! I will highly recommend it to others."
Jon Wurts
Lead Engineer
Kongsberg Automotive

"Overall, a valuable opportunity for high-performing engineers as well as their managers. I leave, energized with many new ideas on how to improve my organization and myself."
Jordan Schwarz
Global Test Engineer
BorgWarner Inc

"It helped to understand where and how to focus on molding and leading a high performance team."
Juan Rios
Software Engineer
Magnetti Marelli

"Great academy for any working person, even non-managers. Message is uplifting and motivating."
Bill Atkinson
Nostrum Energy LLC

"I believe the training was very good and I can implement a lot of new ideas in my workplace and in my personal life."
Bryan Miller
B/E Aerospace Inc.

"The academy is an eye-opener for every leader/manager, to not only learn how to better manage, but to also gain self-awareness."
Cedric Alexanian
Director of Manufacturing Engineering


You must complete all course contact hours and successfully pass the learning assessment to obtain CEUs.


Introduction, Welcome and Overview - Atul Kalia
DiSC Survey Results - Atul Kalia and Greg Moss

Interpersonal Communication Skills - Greg Moss

As we gain experience and grow in our professional careers, we each develop our own communication style, and we tend to operate within that style with great comfort. However, in higher leadership roles, we must recognize that we need to raise our communication effectiveness in many more situations and with a much wider variety of people. In this section, you will learn skills that will allow you to communicate effectively with direct reports, co-workers, management and suppliers. Successful completion of technical projects, engineering research and analysis is only a fraction of an engineering manager's job. An equally important portion involves communicating the results of these technical projects effectively to gain acceptance for the next stage of implementation. Effective communications, both written and verbal, are paramount to our success.

Foundations of Communication
The Five Foundations;

  • Monitor Your Behavior
  • Remain Assertive in Your Behavior
  • Develop Reciprocal Relationships
  • Stay Focused on What You Can Control and Influence
  • Take on Personal Accountability
Communicating Effectively
  • Communication Behaviors
  • Effective Listening Skills
  • Asserting Your Ideas
  • Handling Responses to your Message

Overcoming Your Own Defensiveness
  • Hot Buttons / Hooks
  • Situations
  • Responding Effectively
Additional Skills
  • Saying "No," sidetracked, disengaging, etc.
Summary and Action Planning

Decision Making - Atul Kalia
We know people who regularly make good decisions - and some who routinely find decision making to be a challenge. When we're in our business environment and we want to improve decision making (either our own or by developing subordinates), we have several widely available and accepted tools. But do the tools solve the issue? Not necessarily. That's because, behind the tools, we make many judgments. In other words, people who make flawed judgments can make perfect use of the tools and still end up with less than optimal decisions. So this module focuses on improving our judgments, which, when applied to the tools, can produce dramatically better results.


  • Past and Current Decisions
  • How Problem Solving and Decision Making Intertwine
  • Ways of Thinking

How Decisions are Made
  • Change Process
  • Biases That Affect Our Judgment
    • The Big Dozen
Tools for Decision Making
  • Is/Is Not Matrix
  • Results Framework
  • Decision Matrix
Summary and Action Planning


One2One: Giving Positive and Constructive Feedback - Greg Moss

 One2One is a series of skill development modules focused on successful conversations between a supervisor and a direct report - from "Good work" to "What happened?"; from performance reviews to salary discussions. There is a way to do it easier and get better results. This session will concentrate on the three elements that are essential to every feedback discussion and the steps for two key topics: Giving Positive Feedback and Giving Constructive Feedback. By practicing these steps using your own real-life situations, you will develop skills that you can use frequently and immediately.


  • Feedback that Made a Difference
  • Our Approach
  • Elements of Mutual Respect
Your Role
Types of Feedback Guidelines for Effective Feedback Preparing for Feedback SessionsGiving Positive Feedback
Characteristics of Positive Feedback Opportunities for Giving Positive Feedback Discussion Points for Giving Positive Feedback Demonstration and PracticeGiving Constructive Feedback
Characteristics of Constructive Feedback Opportunities for Giving Constructive Feedback Discussion Points for Giving Constructive Feedback Balancing Positive and Constructive Feedback Demonstration and Practice Summary and Action Planning

Selection Interviewing - Greg Moss
Organizations are only as successful as the people they hire. The process should be an opportunity for two-way communication and interaction to determine the fit between the candidate and the employer. Unfortunately numerous hiring mistakes take place during the interview process. This section will focus on a behavioral interviewing system to help you improve the efficiency and effectiveness of the hiring process in your organization.


What are your Challenges?Working with that "Gut" FeelingKeys to Interviewing - Behavioral ExamplesPlanning
Identifying the Skills NeededDesigning an Efficient SystemUsing an Interview GuideThe Interview
Legal (and Illegal) QuestionsLooking for ACEsAsking the Right QuestionsAsking Follow-up QuestionsControlling the InterviewNow what?
Interpreting the InterviewMaking a DecisionSummary and Action Planning


Coaching and Mentoring - Jaspreet Singh

Coaching is a highly effective teaching, training, and development process in which an individual gets support while learning to achieve a specific personal or professional result or goal. Good managers are excellent coaches. They know how to stretch their team members by giving them responsibility and supporting them in their endeavors. Engineering Management professionals are very analytically driven and thus often overlook some key pieces of how to coach and develop their team members to build a culture of high performance and sustainable execution. In this section you will learn specific techniques for coaching and mentoring your staff. Attendees are given ample opportunities to practice these skills, receive feedback, and evaluate their coaching and mentoring experience.

How to Connect Your Team to Their Jobs

What Makes a Job Miserable How to Help Everyone Draw Their Connection to the Job/Company - Your Role as a LeaderHow Does the Performance Management Work? Why is it Losing its Effectiveness? Learning and Fear Zones
What Good Coaches do and the Key Elements of Coaching
Do the Basics RightStrengths Based CoachingEmployee Engagement and Ability to RelateBuilding a Learner Mentality is CriticalProviding Feedback and Effective Ways to do it Coaching and EgoQuestioning Attitude and Listening SkillsSelf-assuredness and Coaching - Some Risk-taking is CriticalCoaching in Times of Change and Understanding Your Own PowerRewarding Behaviors
Elements of Leadership
Why and ContextIs there an Elephant in the Room?Team NormsShadow of a LeaderSetting Priorities
Elements of Mentoring
Mentoring as a Competitive Advantage Why and When Mentoring Programs are UsefulMentoring Strategies and SkillsPeer to Peer Mentoring and 360 Feedback
Summary and Action Planning

Guest Speaker Panel and Networking Event
Note: The Guest Speaker Panel and Networking Event will take place from 4:30 p.m. to 6:30 p.m. at the SAE Troy Office immediately following the Summary and Action Planning for the day.


Conflict Resolution and Negotiation - Atul Kalia

Employees at all levels in an organization have to deal with conflict on a daily basis. Whether it's an internal conflict between team members, between management and employees, or an external conflict between employees and customers or employees and suppliers; improper handling of a conflict, can lead to a dysfunctional workplace and lowered productivity. Yet, very few employees are properly trained in how to handle conflicts effectively. This section will equip you with influencing techniques to achieve acceptance for your solutions to workplace conflicts. In contrast to many conflict/negotiation courses that focus on winning and gaining maximum advantage, this section first seeks to understand all parties" interests and then proceeds to achieve mutually beneficial solutions. Attendees are given ample opportunities to practice these skills, receive feedback, and evaluate their conflict resolution and negotiation experience.

Introduction to Conflict

Typical Reactions to a ConflictWhen is it a Conflict?Stages of Conflict
Basics of Conflict
Conflict ExercisesKey Causes of ConflictTypical Workplace ConflictsHow to Break an ImpasseReading non-Verbal Signals
Influencing/Negotiation Basics
Negotiation ExercisePersuasion vs. NegotiationTypes of NegotiationStages of Negotiation ProcessWhat to RevealSources of Power and Strategies of InfluenceUnderstanding Your Negotiation StyleSkills for Successful NegotiationWin-winEthics
Reframing Conflict
Converting the Conflict into an OpportunityVisualize the Optimal SituationWin-win ResolutionConflict Exercise and Class Discussion
Sustainable Resolution
Conciliatory GesturesBuilding TrustNurturing the Relationship
Summary and Action Planning


Building High Performance Teams - Atul Kalia

Engineering supervisors and managers in today's organizations have to work in cross-functional teams consisting of personnel from Manufacturing, Purchasing, Sales, Quality and Program Management. In addition, such engineering management professionals are often responsible for leading technical engineering teams in their workplace. Whether working as a team member on a cross-functional team or as a team leader for technical teams, engineering professionals need specific training and skills to ensure that the team functions at its optimal best. In this section you will learn appropriate skills that allow team leaders to optimize their team's output, and highlight key characteristics of high-performance teams. Team building exercises and activities will be used to enhance learning of these concepts.

Team Experience

Case Studies of Great Teams Charting Individual and Team PersonalitiesGroup Experiences - Good and Bad Teams
Skills for Leading Teams
Providing the "Big-picture" FrameworkAsking the Right QuestionsDreaming the Ideal StateTeam Building Exercise
Dealing with "Gray" Situations
Conflict Resolution, Tough Choices, Individual vs. TeamConstructive Feedback and Problem SolvingExercise
Team Building
Myths about "Dream Team"Selection PracticesRoles and Purpose DefinitionEngagement FactorExercise
Best Practices
ExerciseDeveloping Trust and CollaborationFeel included - Avoid OmissionsAuthentic AppreciationCelebrate Small VictoriesSocial Norms and Culture - Rituals, Protocols
Personas100% Commitment
Summary and Action Planning

Academy Wrap-up

For individuals interested in completing the SAE General Management and Leadership Certificate Program, this academy may be substituted for the Managing Engineering and Technical Professionals and Leading High Performance Teams requirements.

SAE offers a number of other courses to prepare engineers for the challenging roles of managers and leaders. Please visit for a complete list.

Atul Kalia, Greg Moss, Jaspreet Singh

kalia_atulAtul Kalia - Lead Coach; Atul is a co-founder of SN Group , a consulting firm focusing on leadership development, executive coaching, process improvement, project management, business alignment and consensus building, business strategy and strategy execution. Prior to this, he was the Director of Engineering for a metro Detroit based supplier (automotive, industrial and diversified manufacturing). Since 1998, Atul has been acquiring experience in the areas of product development and launch, process improvement, project management and coaching in various leadership roles. He has instructed and coached hundreds of engineers over his professional career, covering leadership skills as well as technical subjects. Atul is an adjunct faculty member at Lawrence Tech University School of Management, where he teaches an MBA level course. Atul has a B.S. in Mechanical Engineering from Punjab University in India, specializing in Automotive Engineering, a M.S. in Mechanical Engineering from the University of Maryland, specializing in robotics and kinematic and dynamic analysis, and an M.B.A. in Corporate Strategy from University of Michigan, Ann Arbor.

GregMossGreg Moss Since 1983, Greg has been acquiring experience in corporate training and development, mostly within the automotive industry.  With a background that includes technical and management skill areas, he has continuously sought to bring the most relevant and up-to-date resources to meet the rapidly changing needs of the technical community.  Greg is active with the Michigan Academy for Green Mobility Alliance (MAGMA) and served as co-chair of the board. He has been active in identifying the skill requirements and educational needs of the engineering community for many years. Most recently, Greg was employed at DENSO's North American technical center and marketing offices, which included running the program for training new managers. He is a Certified Performance Technologist and holds a B.A. in Education in mathematics from the University of Michigan and an M.B.A. from Midwestern State University, Texas.

jaspreet_singhJaspreet Singh
Jaspreet Singh has experience in leading and building teams in automotive and utility industry. He is currently working as a Senior Supply Chain manager at DTE Energy, managing a team of purchasing professionals to deliver services and materials for DTE Gas Company. Prior to this, Jas worked in automotive industry for twelve years in engineering, business, and management roles. He has successfully used various coaching techniques develop people and built high performing teams in delivering projects, programs, and departmental goals in various organizational goals. Leading thru change is another one of his strengths. Jas holds an MBA from University of Michigan (Ross School of Business) in Ann Arbor and Bachelors in Mechanical Engineering from Thapar University in India.

Duration: 5 Days
CEUs: 4.0

Format: Classroom

Event ID: LM162

Location: Troy, Michigan

Session Info:

8:00 a.m. - 5:00 p.m.

Fees: $2,950.00

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