Terrible Engineers: How To Not Be a Awful Person

Terrible engineers exist¹, and there are a lot of them.

Engineering is a field that demands not only technical expertise but also a range of interpersonal and professional skills.

Engineers play a crucial role in designing, developing, and maintaining systems that impact our daily lives.

While technical skills are vital, personal traits and behaviour significantly influence an engineer’s effectiveness.

They also impact their overall contribution to their team and organization.

In this post, we will explore several detrimental traits. These traits can mark an engineer as ineffective. They are also harmful to their work environment.

We will discuss how a lack of compassion can undermine an engineer’s role. Failure to share knowledge, passive-aggressiveness, low self-esteem, and negativity also contribute.

Unprofessional behaviour, disrespect, resistance to change, and undermining leadership further affect their role.

Gossiping ultimately undermines an engineer’s role and the broader goals of the organization.

What is a Terrible Engineer?

A “terrible engineer” typically refers to someone in the engineering field. They exhibit poor skills or work habits that negatively impact their performance. This also affects the success of a project.

When we think about the qualities of a successful engineer, we often focus on technical skills, creativity, and teamwork.

But what about the flip side?

Picture a “terrible engineer.” They might be someone who lacks essential technical knowledge. Or they struggle with problem-solving.

This leads to missed deadlines and frustrating project outcomes. Have you ever worked with someone who seemed oblivious to the details, overlooking critical components that resulted in costly errors?

It’s enough to make you question how they got through engineering school!

Collaboration is key in any engineering environment. A Terrible engineer often isolates themselves. They fail to communicate or respect their teammates.

Think about how vital open dialogue is to innovation.

If you’re not sharing ideas, you’re stifling progress. And what about the engineer who simply won’t accept feedback?

They treat criticism like a personal attack. This behaviour hinders their growth and that of the team.

Let’s not forget about time management. It’s a skill that can make or break projects. Have you ever been caught in a last-minute scramble because someone didn’t prioritize their tasks?

It’s frustrating, isn’t it? And while we’re on the topic, consider the ethics of engineering. Cutting corners can lead to severe consequences, not just for the project but for the people who rely on it.

So, why do we often tolerate these traits? 

1. Terrible Engineers – Lack of Compassion

1.1 The Importance of Compassion in Engineering

Compassion in engineering involves understanding and empathizing with the needs and challenges faced by others, including colleagues, clients, and end-users.

Compassionate engineers recognize the human element in their work. 

They strive to create solutions that not only meet technical requirements but also consider the well-being and experiences of others.

1.2 Consequences of Lack of Compassion

Engineers who lack compassion can create a toxic work environment. They may:

Neglect User Needs

By ignoring the end-user’s perspectives, these engineers can design systems that are difficult to use. They can also design systems that fail to address critical needs.

Foster Poor Team Dynamics

A lack of compassion can lead to strained colleague relationships, reducing team cohesion and collaboration.

Miss Opportunities for Improvement

Compassionate engineers are more likely to identify areas for improvement. These areas enhance user experience and overall project success.

1.3 Addressing and Overcoming This Trait

To counteract a lack of compassion from terrible engineers:

• Practice Empathy: Make a conscious effort to understand and relate to the experiences of others. Engage in active listening and seek feedback from users and team members.
• Engage in User Research: Invest time in understanding user needs and preferences through research, interviews, and usability testing.
• Develop Emotional Intelligence: Improve your emotional intelligence to manage interactions better and respond to others’ needs effectively.

2. Terrible Engineers – Failure to Share Knowledge

2.1 The Value of Knowledge Sharing

Knowledge sharing is crucial in engineering to foster collaboration, enhance team performance, and drive innovation.

Engineers who willingly share their expertise contribute to collective learning and problem-solving.

2.2 Consequences of Not Sharing Knowledge

Engineers who withhold knowledge can:

• Create Silos: Lack of information sharing leads to knowledge silos. Critical information is confined to a few individuals. This confinement impedes team progress.
• Reduce Efficiency: Teams may struggle with redundant work. They may also repeat errors due to the absence of shared insights and best practices.
• Hinder Professional Growth: Knowledge sharing supports the professional development of less experienced team members. Failure to share can stunt their growth and impact team morale.

2.3 Promoting a Culture of Knowledge Sharing

To foster knowledge sharing:

• Encourage Collaboration: Create opportunities for team members to collaborate, share insights, and learn from each other.
• Document and Disseminate Knowledge: Develop comprehensive documentation and knowledge repositories that are accessible to all team members.
• Recognize Contributions: Acknowledge and reward those who actively share their expertise and contribute to the team’s collective knowledge.

3. Terrible Engineers – Use of Passive-Aggressiveness

3.1 Understanding Passive-Aggressiveness

Passive-aggressiveness involves expressing negative feelings indirectly rather than openly addressing issues.

This can include subtle sabotage, procrastination, or ambiguous communication.

3.2 Impact of Passive-Aggressiveness on Engineering

Engineers who display passive-aggressive behaviour can:

• Create Confusion: Indirect communication can lead to misunderstandings and confusion about expectations and project requirements.
• Undermine Team Dynamics: Passive-aggressiveness erodes trust and collaboration, creating a hostile work environment.
• Delay Projects: Indirect resistance or procrastination can hinder project progress and affect deadlines.

3.3 Addressing Passive-Aggressiveness

To manage passive-aggressive behaviour from terrible engineers:

• Promote Open Communication: Encourage direct and honest communication. Address conflicts and concerns openly to prevent passive-aggressive tendencies.
• Provide Feedback: Offer constructive feedback to help individuals understand how their behaviour impacts the team and project outcomes.
• Seek Resolution: Facilitate conflict resolution sessions to address underlying issues and improve team dynamics.

4. Terrible Engineers – Low Self-Esteem

4.1 The Role of Self-Esteem in Engineering

Self-esteem affects an engineer’s confidence in their abilities, decision-making, and interactions with others. Engineers with healthy self-esteem are likelier to take initiative, collaborate effectively, and contribute positively to projects.

4.2 Effects of Low Self-Esteem

Engineers with low self-esteem may:

• Avoid Challenges: They might shy away from taking on challenging tasks or opportunities due to fear of failure or criticism.
• Struggle with Collaboration: Low self-esteem can lead to difficulty asserting ideas or participating actively in team discussions.
• Affect Team Morale: Their lack of confidence can impact team morale. Colleagues may feel the need to provide reassurance constantly.

4.3 Building Self-Esteem

To improve self-esteem:

• Set Achievable Goals: Break down larger goals into smaller, manageable tasks to build confidence through incremental achievements.
• Seek Feedback and Support: Regularly seek constructive feedback and support from peers and mentors to gain perspective and encouragement.
• Engage in Professional Development: Invest in training and skill development to enhance your competencies and confidence in your role.

5. Terrible Engineers – Always Negative

5.1 Understanding Negativity in Engineering

Negativity involves a persistent focus on problems and shortcomings rather than solutions and opportunities. While constructive criticism is valuable, a consistently negative attitude can be detrimental.

5.2 Impact of a Negative Attitude

Engineers with a negative outlook can:

• Affect Team Morale: Constant negativity can demoralize the team, reducing motivation and productivity.
• Hinder Problem-Solving: A negative focus on problems rather than solutions can prevent effective problem-solving and innovation.
• Undermine Project Success: Persistent negativity can create a pessimistic atmosphere, impacting the overall success of projects.

5.3 Cultivating a Positive Attitude

To foster a more positive outlook:

• Focus on Solutions: Shift your focus from problems to solutions. Identify and address issues proactively rather than dwelling on obstacles.
• Celebrate Successes: Acknowledge and celebrate achievements, both large and small, to maintain a positive and motivated environment.
• Practice Gratitude: Regularly practice gratitude to shift your perspective and appreciate the positive aspects of your work and team.

6. Terrible Engineers – Being Unprofessional and Impolite

6.1 Defining Professionalism and Politeness

Professionalism encompasses adherence to workplace norms, respectful behaviour, and a commitment to high standards.

Politeness involves courteous interactions and respectful communication with others.

6.2 Consequences of Unprofessional and Impolite Behavior

Engineers who display unprofessional or impolite behaviour can:

• Damage Relationships: Unprofessional conduct and impolite interactions can damage relationships with colleagues, clients, and stakeholders.
• Create a Toxic Work Environment: Such behaviour contributes to a toxic work environment, affecting team dynamics and overall productivity.
• Reflect Poorly on the Organization: Unprofessional behaviour can tarnish the organization’s reputation and impact client relationships and business opportunities.

6.3 Enhancing Professionalism and Politeness

To improve professionalism and politeness:

• Adhere to Workplace Norms: Follow established workplace norms and standards for behaviour, communication, and performance.
• Practice Respect: Show respect to colleagues, clients, and stakeholders in all interactions. Use polite language and maintain a professional demeanour.
• Seek Feedback: Regularly seek feedback on your behaviour and professionalism. Identify areas for improvement. Ensure alignment with workplace expectations.

7. Terrible Engineers – Treating Others With No Respect

7.1 The Importance of Respect in Engineering

Respect involves recognizing and valuing the contributions and perspectives of others. It is fundamental to effective teamwork and collaboration.

7.2 Impact of Disrespectful Behavior

Engineers who treat others with disrespect can:

• Erode Team Cohesion: Disrespectful behaviour undermines team cohesion and collaboration, leading to conflicts and reduced productivity.
• Reduce Engagement: Colleagues who feel disrespected may become disengaged, impacting their motivation and performance.
• Damage Professional Relationships: Disrespect can damage professional relationships and affect the overall work environment.

7.3 Fostering Respectful Interactions

To cultivate respect:

• Show Appreciation: Acknowledge and appreciate the contributions of others. Recognize their efforts and value their input.
• Practice Active Listening: Engage in active listening to understand and respect the perspectives of others.
• Address Disrespect: Address and resolve instances of disrespect promptly to maintain a positive and respectful work environment.

8. Terrible Engineers – Blocking New Changes for the Business

8.1 Embracing Change in Engineering

Change is a constant in engineering, driven by technological advancements, market demands, and evolving client needs. Influential engineers embrace change and adapt to new methods and technologies.

8.2 Consequences of Blocking Change

Engineers who resist or block new changes can:

• Impede Progress: Resistance to change can prevent the adoption of new technologies or processes, hindering organizational progress and innovation.
• Reduce Competitiveness: Failure to adapt to industry changes can impact the organization’s competitiveness and ability to meet client needs.
• Create Friction: Blocking change can create friction between the team and departments, affecting overall productivity and morale.

8.3 Encouraging Adaptability and Innovation

To support change:

• Stay Informed: Keep up-to-date with industry trends and technological advancements. Understand the benefits and implications of new changes.
• Support Implementation: Actively support and participate in implementing new processes or technologies. Provide constructive feedback and contribute to a smooth transition.
• Promote a Culture of Innovation: Encourage a culture of innovation and adaptability within the team. Foster an environment where new ideas and approaches are welcomed.

9. Undermining Leadership

9.1 The Role of Leadership in Engineering

Leadership provides direction, sets goals, and guides teams towards achieving objectives.

Influential leaders inspire and motivate their teams, fostering a positive and productive work environment.

9.2 Impact of Undermining Leadership

Engineers who undermine leadership can:

• Create Disunity: Undermining leadership can create disunity within the team, leading to confusion and conflict regarding goals and direction.
• Erode Trust: Disrespect towards leaders erodes trust and can impact the overall morale and effectiveness of the team.
• Impair Decision-Making: Constantly questioning or undermining leadership decisions can hinder effective decision-making and strategic planning.

9.3 Supporting Effective Leadership

To support leadership:

• Communicate Constructively: Express concerns or disagreements with leadership constructively and respectfully. Provide feedback that fosters dialogue and collaboration.
• Build Trust: Build and maintain trust with leadership by demonstrating reliability, competence, and a positive attitude.
• Align with Goals: Align your efforts with the goals and vision set by leadership, contributing positively to achieving organizational objectives.

10. Gossiping

10.1 Understanding Gossip in the Workplace

Gossip, a trait of terrible engineers, involves sharing unverified or private information about others, often leading to rumours and misunderstandings.

In the workplace, gossip can undermine trust and create a hostile atmosphere.

10.2 Consequences of Gossiping

Engineers who engage in gossip can:

• Damage Reputation: Gossiping can damage the reputations of individuals and erode trust within the team.
• Create a Toxic Environment: Gossip fosters a toxic work environment where trust and collaboration are compromised.
• Divert Focus: Gossip can divert focus from work-related tasks and goals, impacting overall productivity and performance.

10.3 Promoting a Positive Work Environment

To avoid gossip:

• Encourage Transparency: Foster a culture of transparency and open communication. Address concerns directly with the individuals involved rather than through gossip.
• Focus on Work: Keep conversations focused on work-related topics and avoid discussing personal matters or spreading unverified information.
• Promote Professionalism: Model professionalism and encourage others to maintain a positive and respectful work environment.

11. Identifying and Addressing Negative Traits in Engineers: Strategies for Finding and Managing Problematic Individuals

To maintain a positive and productive work environment, organizations must identify and address individuals who exhibit detrimental traits.

These traits include lack of compassion, unprofessionalism, and passive-aggressiveness.

By proactively managing these traits, companies can protect their culture and morale. This ensures that only those who contribute positively are part of the team.

Here are ways organizations can identify and protect against individuals with these traits.

Here are strategies for hiring practices and managing problematic employees.

11.1 Identifying Negative Traits

1. During the Hiring Process

• Behavioural Interviews: Use behavioural interview techniques to assess how candidates have handled situations in the past. Ask for examples of how they have dealt with conflict, worked with teams, and managed stress. Pay attention to responses that indicate a lack of compassion, negativity, or unprofessional behaviour.
• Situational Assessments: Present candidates with hypothetical teamwork, conflict resolution, and change management scenarios. Evaluate their responses for signs of passive-aggressiveness, resistance to change, or a negative attitude.
• Reference Checks: Conduct thorough reference checks to gain insights into the candidate’s previous behaviour and work ethic. Ask for references about the candidate’s interpersonal skills, professionalism, and approach to teamwork and problem-solving.
• Skill Assessments: Implement practical tests or simulations that reflect the real work environment. Observe how candidates handle pressure, interact with others, and approach problem-solving tasks.

2. Observing Behavior in the Workplace

• Monitoring Team Dynamics: Observe how individuals interact with their colleagues. Look for signs of negativity, lack of respect, or passive-aggressive behaviour in their day-to-day interactions.
• Feedback from Peers: Regularly gather feedback from team members and managers about individuals’ behaviours and attitudes. This can help identify patterns of unprofessionalism or disrespect.
• Performance Reviews: Use performance reviews to assess technical skills, interpersonal skills, and professional behaviour. Pay attention to any recurring issues or complaints related to attitude and behaviour.

11.2 Protecting Against Negative Traits

1. Fostering a Positive Work Environment

Promote Open Communication

Encourage open and honest communication within the team. Create channels for employees to voice concerns and provide feedback without fear of retaliation.

Implement Clear Policies

Establish and communicate clear policies regarding professionalism, respect, and behaviour. Ensure all employees understand the expectations and consequences of not meeting these standards.

Encourage Professional Development

Provide opportunities for professional growth and training. The training should focus on soft skills such as communication, empathy, and conflict resolution. This helps employees develop a more positive and collaborative approach.

2. Managing Problematic Employees

Address Issues Promptly

When negative traits are identified, address them promptly and directly. Have candid conversations with the individual about their behaviour and its impact on the team and organization.

Support and Guidance

Offer support and resources to help individuals improve their behaviour. This could include coaching, mentorship, or training on communication and professionalism.

Set Clear Expectations

Clearly define the expected changes and set measurable goals for improvement. Monitor progress and provide regular feedback to ensure that the individual is on track.

Implement Performance Improvement Plans

If necessary, implement a formal performance improvement plan. This plan should outline specific areas of concern, expected improvements, and a timeline for reassessment.

3. Making Tough Decisions

Evaluate Fit with Company Culture

Difficult decisions may be necessary. This happens if an individual’s behaviour does not align with the company’s values and culture. Ensure that any decisions to terminate employment are made fairly and by company policies and legal requirements.

Conduct Exit Interviews

When an employee leaves the company, conduct an exit interview. This will help gather insights into their experiences and behaviour. This can provide valuable information for preventing similar issues in the future.

Review Hiring Practices

Regularly review and refine hiring practices. Ensure that they effectively screen for traits that align with the company’s culture and values. Make adjustments based on lessons learned from previous hires.

11.3 Creating a Culture of Accountability

Promote Accountability

Foster a culture where all employees are held accountable for their behaviour and contributions. Encourage self-awareness and personal responsibility in maintaining a positive work environment.

Lead by Example

Leadership should model the behaviour and attitudes expected of all employees. Demonstrating professionalism, respect, and a positive attitude sets a standard for the rest of the team.

Recognize and Reward Positive Behavior

Acknowledge and reward employees who consistently demonstrate positive traits. These employees contribute to a supportive and collaborative work environment. Recognition reinforces the importance of these behaviours and motivates others to follow suit.

12. Conclusion

The traits discussed include a lack of compassion and failure to share knowledge a common theme in terrible engineers.

They also include passive-aggressiveness, low self-esteem, negativity, and unprofessionalism. Disrespect, resistance to change, undermining leadership, and gossiping are also traits discussed. 

These can significantly undermine an engineer’s effectiveness. These traits make collaboration challenging. They contribute to reduced morale and productivity.

Addressing and overcoming these traits involves self-awareness, a commitment to personal growth, and fostering positive and productive interactions.

Engineers can enhance their contributions to their teams and organizations by cultivating compassion, sharing knowledge, practising professionalism, and supporting leadership.

Embracing these principles improves individual performance and contributes to a more collaborative and successful work environment.

References

1. https://techcrunch.com/2015/03/08/on-secretly-terrible-engineers/ ↩︎