Did you see the episode of the Flintstones where Fred was the doppelganger for a business tycoon who’d gone missing? I forget the plot, but the people egging him on to do this said that he needed to say only three things:
[ul][li]Who’s baby is that?[/li][li]What’s your angle?[/li][li]I’ll buy that![/ul][/li]So he spent much of the episode saying those three things as people came at him with various problems, and by and large, people didn’t notice.
I’m currently managing a group of engineers doing odd things, and if you followed me around for a week and filtered out the domain-specific jargon, it wouldn’t really seem all that different. At this point, I have to go into meetings without sufficient time to prepare, and make quick decisions that sometimes have big consequences. If you had experience with motivating people, felt comfortable estimating the size of complex engineering tasks, and were somewhat successful at separating the wheat from the chaff when looking at complex, malfunctioning systems, you could probably do it.
The challenge is that it requires a lot of experience and reputation. A guy I worked with a few years ago expressed frustration that, at a presentation he had given, people had started expressing doubts about one part of his design, and after about two minutes of back and forth discussions, I just piped in, “He can do this; it’s not a big deal.” Everybody basically accepted that and we moved on. That was a little unfair to him, but I was more of a known quantity to them.
So, where you might hear me say, “We can do that” or “I’m worried about that,” I’m condensing a couple of decades of experience into deciding what’s important and what’s not; if I make a wrong call, people will suffer six months later, and it would eventually come back and bite me.
There’s also the issue of managing engineers. I don’t want to be a manager, but got so frustrated by bad managers that I ended up stepping into the fray, and have alternated between doing straight technical work and being a team lead for most of my career. As an engineer, I just want people to say what their requirements are, give me the resources to do the job and leave me alone to do the work. When I work as a team leader, I do what I can to create those working conditions for the people I’m working with.
Overall, you probably could perform my team lead activities without specific experience, but you’d probably have to form a relationship with a more technically oriented person to help bring you up to speed.
Note, however, that the job is managing radar sw engineers who will be integrating their software on experimental hardware, so when I say jargon, I mean that they might sound like squeaks, clicks and whistles to someone unfamiliar with radar, signal processing, physics and embedded software development. (This is why you’d need to quickly find a technical mentor). Still, it could be done.