Or – learn the secret language of engineering When going for a job, engineers know they can do that exact job. They know they do it well. They would not have applied otherwise. But when it comes to explaining why they can do the job (be it in their resume, their cover letter or the interview), the message does not always get across.
So the job goes to someone else – likely someone who previously had a job that was almost the same (that’s the go-to-move used by many employers). You have probably experienced the above yourself. In the previous article, The Need for Willpower, I talked about how frustrating it can be to have strong global engineering skills while working for people who are certain they know better. I also said I would explain how you can use these to better explain yourself when going for a job. So let’s talk about that now. For graduates: proving you understand engineering, not just exams Graduate engineers often look identical on paper. Same degree. Same subjects. Same grades. What interviewers are really trying to determine is whether you understand engineering, or whether you simply learned how to pass engineering exams. This is where noting framing, first principles, and systemic thinking can give you the edge. Point to any example you can and explain:
Design projects or any work experience during study are best here. They are often the closest thing students experience to real engineering practice: incomplete information, competing constraints, trade-offs, and uncertainty. If you have access to design projects — especially open-ended ones — leverage them heavily. For example: “At first I thought this was a materials problem, but after reframing it as a thermal–mechanical interaction, the constraints became obvious…” or: “Rather than relying on testing, which would be time consuming, I went back to first principles to inform my decision. I found that…” and: “I didn’t want to simply assume what was presented. I considered the broader system for opportunities or risk and found that I could…” Statements like this tell an interviewer something very important: you weren’t just executing procedures — you were thinking like an engineer. Experienced engineers: making expertise transferable For experienced and senior engineers, the challenge changes. At this level, employers aren’t just evaluating what you’ve done. They’re trying to work out whether your capability is locked to a specific industry, organisation, or economic environment — or whether it travels. This is where global engineering fundamentals really matter. Instead of listing achievements, you explain how you think:
“It should be noted that I was not following standard procedure. They’re engineering fundamentals applicable to all industries. Industries like [INDUSTRY YOU ARE APPLYING TO]. That’s why they apply even when the context changes.” This is especially important if you’re moving between industries, organisations at different levels of maturity, or regions with very different economic backgrounds. Engineering does not exist in a vacuum — constraints, incentives, and decision-making are shaped by economic reality just as much as by culture or structure. Being able to articulate that awareness signals depth. Engineering managers: scaling judgment across people and contexts For engineering managers — engineering leads, heads of R&D, CTOs — the emphasis shifts again. At this level, you’re no longer just applying framing, first principles, and systemic thinking yourself. You’re developing them in others. Strong candidates for these roles can clearly explain:
A manager who understands that framing, systems, and first principles manifest differently depending on context is far better equipped to guide teams. Not by imposing answers, but by shaping how problems are understood in the first place. What’s more, the fact that you know what the attributes are of the expert engineer will likely separate you from other would-be managers. You show that you are indeed an expert engineer – as expected of a manager – as well as having the required leadership attributes. A powerful combination you should articulate. Why this works: labels make thinking visible A lot of engineers already do these things. But they just don’t label them – making it hard for other to understand or see your ability. When you say:
I’ve used this approach myself repeatedly when applying for roles. I link all the actions I mentioned to an attribute of engineering expertise. And without fail, people switch on. They understand what I did and how significant it was because I gave it a name and explained the meaning. If you’ve read my book, you’ll know there are many other attributes worth developing — fixation, attachment, goal analysis, and more — particularly for leadership roles. But framing, first principles, and systemic thinking are the core. They are the fastest way to make your engineering capability legible. And once it’s legible, it becomes employable. Also, if your application involves moving countries, working across cultures, or managing international teams, one book I strongly recommend is The Culture Map. It provides a practical framework for understanding how communication, authority, and decision-making vary globally — all of which directly affect engineering work. Start mentioning these things in your next application. And all the best with that application too – along with all the others that follow. I hope your engineering career continues to be onward and upward – offering you all you wanted from it.
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AuthorClint Steele is an expert in how engineering skills are influenced by your background and how you can enhance them once you understand yourself. He has written a book on the - The Global Engineer - and this blog delves further into the topic. Archives
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