So this blog and others like it have exhausted the facts and figured about women in engineering and how wonderful it all is for us to be there. I want to talk about something I’ve experienced that gave a new spin on why companies should hire and promote female engineers. Not all female engineers will agree to this but there is something to say about the inherent soft-skills that women possess and how this can be put to use to the advantage of the project team.
One of the first female engineers in the South African construction industry told me that a female engineer should always be wearing a boxing glove on one hand, and a velvet glove on the other. Well most of my career thus far has involved me using the boxing glove, in recent months I’ve come to understand what the old bird meant about the velvet glove.
On my first project with my new company, I was eager to earn respect within the team as a project engineer. Somewhere along the way, I started doing more Client-interfacing. I coordinated and accompanied the Clients team to site-visits, met with people to diffuse difficult situations and managed their (very long) wishlist of changes and corrections on the plant. The more I worked in this role, the more I liked it and the more my PM/ project sponsor assigned me to these tasks.
Was this hard engineering? No – really it wasn’t. The hard-engineering decisions were still taken between corresponding engineers on their team and ours. Yes, I missed the hard engineering of being on site and making things happen, and the pace and impact of project engineering. But there is a certain level of technical know-how required to interact with a technical Client’s team, that made it necessary for an engineer to do this. And somewhere along the way, I guess someone realised that I could be good at this.
Having a really large Client’s team (up-side of 20 individuals) it really was difficult to manage every request and expectation. I flew to the middle of the Northern Cape, as well as to Cape Town several times to meet with individuals and groups to ensure they were being personally attended to. I really put my heart into this as I could see its affect on the project and our image as a company. I find that so often, we forget the impact of the image we portray at a grass-roots level after a project is sold.
I left the Company before the project’s completion and before I did, I had many calls from members on our Client’s team to say goodbye and good luck. Although, truthfully, I probably did less for the project’s execution than any other engineer on the team, it was unbelievable to hear the feedback I received. Contemplating on it, I realise that this is something that maybe is missing from engineering consultancies. Balancing Client relationships with project progress is a PM function, but with the masses of time a PM has to spend on project execution, he/ she can’t also afford to take care of the requests and concerns of an entire Client team as well.
Female engineers are ideal for this role that requires charisma as well a technical prowess, professionalism and charm. Being – for the most part – better communicators than men, less intimidating and more accommodating, women at the Client-interface can reshape the image of a company. Women with good interpersonal skills can be trained to work at the apex of technical, project and social interactions – perfect for Client relationship-building in a technically-minded industry. Their unique set of skills tied to their femininity can be a great advantage to their careers and this should be leveraged by project managers and sponsors.
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