From Introverted Engineer to Introverted Leader, with some Extrovert Assistance along the Way
It can be an inevitability that people from technical backgrounds will get promoted into management or leadership roles, and can often be ill-equipped to deal with this change. Moving away from the engineering detail myself and realising that through others is something I struggled with initially, but learnt and embraced, and coaching has been incredibly helpful to me in managing this process. I am now an EMCC Accredited Coach and Mentor, and work with other next-level managers and aspiring leaders from STEM backgrounds to support them in this area. But it has been a journey that may resonate with many.
I was drawn to coaching through my own experiences throughout my career. I studied Mechanical Engineering at Southampton University - a great course and place to study, but Engineering degrees aren’t generally renowned for a focus on development of social skills…
Me, during a University work placement with Jaguar Racing, Elvington Airfield, August 2001.
Following University, I moved into the motorsport and automotive industries as a graduate engineer. After succeeding in a technical capacity and becoming an expert in my field, I was promoted to manage other engineers with very little support or training. Over this period it was very much a case of learning on the job, and I did the best I could with the knowledge that I had at the time.
After a few years of progression and learning from my mistakes, I became a member of my business’ Senior Leadership Team. Looking around this particular table, there were plenty of extroverted characters there, often with a awful lot to say. I found myself thinking “do I need to be more like that” and change who I am in order to progress in my career.
It was at around this time that I was given my first opportunity to receive some coaching, which perhaps only in hindsight I can say began a pivotal period in my career. As a natural introvert, I began to learn that I didn’t need to be like my more extroverted colleagues to progress, and that the natural skills and perspectives that I brought to that team were as valuable as everyone else’s.
That said, I found it important to look at the extroverts around me to learn how to adapt. Fundamentally I could be the same me, but gradually train myself to bring what may be an extroverts take on any given situation. This emphasises that a balance and recognition of different personalities and perspectives are critical to any well functioning, high-performance team.
This gave me a new level of confidence, self-awareness, and ability to interact with and lead others better, as I moved into a new role as Engineering Director of a small but rapidly growing business. As a member of the board, my responsibilities included running the business as well as the technical aspects of what we do. Fundamental to this was the development of individuals and well-structured teams to achieve business success. I promoted a coaching culture, and worked to establish various coaching programmes for staff at all levels.
After 9 years of rapid growth in this role, I have chosen to pursue my enthusiasm for coaching and developing people and established Nick Henry Consulting Ltd, within which coaching forms an integral part. My objective is to help others benefit from coaching in a similar way that I have experienced.
For more information, see the link below for what I can offer from a coaching perspective.
