As I said because I DO appreciate the requirement for a solid foundation in theory, I am not only doing a HNC in electronic engineering sponsored by my company but I'm happy to do a level 3 in maths required because i appreciate that without it I won't understand the theory anyway. A HNC is the highest qualification i can go for without prior qualifications and although technically a L3 is required they are happy to take on people with some prior experience in the industry. After a HNC I can do a HND, i think that is as far as I will be able to go with employer support and personal motivation as after that you are talking a full on degree. I have mild dyslexia but I'm also quite intelligent and quite mindful of my limitations, hence I've never made a major cockup or put anyones lives at risk because I do have the prime quality which is to know my limits in the first place and then assess what I can do to get round them.
Firstly, good for you for pushing yourself to go as far as possible given your circumstances and limitations. I find people that don't stretch their capabilities to be boring and, often, completely ignorable.
You will find a lack of maths will be a hindrance - I found the maths at uni to be difficult despite having good grades in both Pure Maths and Applied Maths. Having said that, a lot of maths has somewhat "pictorial" explanations and operation, and that may help you.
It is worth pointing out a little bit of theory about how to make a successful team. The original research was by Belbin in the 70s, and although it has attracted more than a little bovine excrement, the underlying principles are sound and can be used to guide thinking. N.B. both "guide" and "think" are vital - without those you you have process-following pen-pushers.
You will see that my strengths counteract your weaknesses
and vice versa.
Principle 1: everybody's personality and experience strongly biasses them towards one of the team roles, but they can often fit into a secondary team role.
Principle 2: there are a number of team roles, each with required strengths and allowable weaknesses.
Principle 3: the team roles can be cut many ways, but the ones I understand are:
- ideas man: spits out novel thoughts, but can't evaluate their real value
- critic: quickly evaluates ideas in the context of what needs to be done, but doesn't initiate many ideas
- contact man: continually talks to everybody, acting as a conduit between the team and the stakeholders and others
- worker: does what they are told to get the job done
- finisher: obsessively dots the Is and crosses the Ts
- chairman: empathetic, causes team to reach a consensus
Principle 4: a functional team needs all those roles, which therefore requires different types of peoplePrinciple 5: unbalanced teams will fail. For example, two ideas men will have a fizzing great time but there won't be any usable conclusion, whereas two critics won't generate anything new. Two finishers will never get the job done, whereas two workers will fill up the time available. Etc.
Your strengths counteract my weaknesses and vice versa.
And that is why both theory and practice (and the people that embody them) are necessary, and neither is sufficient.