Miscommunication with non-technical stakeholders (finance, sales) is a common failure point. Engineers should take negotiation courses to frame technical problems in terms of business needs, do their research, and present a case effectively to get buy-in.
Dealing with regulatory bodies can be terrifying, especially for a startup facing a recall. The key is to present objective facts, demonstrate a rigorous process, and make decisions that protect the product and patient. This builds trust and ensures long-term viability.
For engineers and other knowledge workers whose brains are always "on," a true mental break is essential for avoiding burnout. A good heuristic for a successful, restorative vacation is returning so mentally disconnected from work that you've forgotten your passwords.
In complex systems (e.g., electromechanical devices with software), problems often arise not within a single discipline but in the interactions between them. Engineers must adopt a systems-level view to anticipate and address these "undefined requirements" where different components intersect.
Contrary to belief, standards and structured processes don't stifle creativity. As management expert Peter Drucker argued, standardization provides a stable foundation that handles the knowns, freeing up cognitive resources to innovate on the unknowns within a structured, less risky environment.
In high-stakes regulated fields, documentation like FMEAs is not red tape. It's a critical tool for understanding failure modes, mitigating risks, and ensuring product viability and patient safety, especially for a startup where one recall can be fatal.
To transition into management, engineers should prioritize gaining broad technical knowledge across disciplines. This breadth allows them to understand team-wide pain points, facilitate collaboration, and implement effective systems, rather than being the deepest expert in a single area.