Some beliefs about your training programs

I’m working on this engineering management training program, which I’m tentatively calling Origin Point.

After all, everything needs a name, amiright?

The origin point is the center of the cartesian plane.  It also sounds like the beginning of the journey. I kinda like both those ideas.

Last night I wrote a draft of the “beliefs” section and wanted to share them with you.

I’m really curious if you agree, disagree, and what you’d change.

The Origin Point Philosophy

We believe that leading and managing is fundamentally different work than engineering and that the maker to manager transition is unnecessarily difficult.

We believe that the engineering organization should own delivery of this training, just as it holds the other aspects of career growth.

We believe that engineering leaders are best trained by other engineering leaders in-house, in the context of the work they are already doing.

We believe that effective training is not accomplished overnight, but should be delivered over an extended period (e.g. 9-12 months.)

We believe that experiential and flipped-classroom methods are best suited for the learning outcomes, and facilitators/trainers can easily learn this style.

We believe that group training produces not only effective managers but effective management teams which know how to work together well.

We believe that group training presents opportunities to establish long-term Communities of Practice within the engineering organization.

We believe that trainers should act as facilitators, not instructors, supporting and enabling participant learning and exploration.

How could we make it better?

If you were to add/remove/change something, what would it be?

Write me back, and I’ll update everyone.

Best,
Marcus