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Wednesday Daily Quordle #58
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Additional Posts in Consulting
Anyone wonder what clouds feel like
How often do you change jobs?
61% utilization as a first year associate. RIP
Thoughts on Riveron Consulting?
New to Fishbowl?
unlock all discussions on Fishbowl.
Maybe not call them āresourcesā to start? They are people first - build relationships with them as such.
Sorry for the use of that word. I did exactly that, got to know them, am very flexible, and am now worried I might be too friendly and not coming across as an authority.
How many are you leading? Age shouldnāt be a factor. Make it task oriented and lead by delegating based on skill set and experience in that field. Clearly defining roles and responsibilities is the key. You should be the final reviewer. These are my thoughts based on the limited info
6, not that many but still new to me. Thanks for the guidance. I could be making this up but I mentioned age to point out that Iāve noticed younger analysts think Iām their age, might not take it seriously, and older ones think Iām too young.
Iād suggest hiring a good executive coach or find good mentors /peers for 360 feedback.
Leading has a lot to do with soft skills that you might not be aware that you lack (if any).
415 on squat
155+ on MP is respectable
Delegate to their experience. Donāt pretend to be the expert always. Focus your time on giving them support where they need it. Spend a lot of time with them one on one. Be respectful and donāt be directive if possible.
Donāt worry about establishing authority. Most in consulting, especially older people , donāt want a boss. They want a partner who can provide coaching, support and guidance. Let them lead in the areas they are expert in. Your role is to make sure they have the right support, make sure the groupās work is aligned both internally and with the client, and to protect them from unreasonable requests.
be kind yet firm. Imagine you are doing a class project in college where you need to make your team want to help vs forced to help
Respect everyone.. not just superficially.
Align on vision, direction and tactics to get there. Keep reinforcing this
Admit what you know well and acknowledge team membersā strengths. There is a reason we work in teams.
Push team members forward when you get accolades
Push yourself fwd when there is a mess up
Earn your teamās respect by the experience, expertise and knowledge you bring, not just your role
Donāt expect them to bow down just because you have referral authority (not saying you do, just sharing my POV)
Again, respect every team member and mean it.
If all else fails, grow a beard .. works like a charm š¤£š¤£ (very sorry couldnāt resist it)
Good luck!!
Looking for coaching/guidance that my SMs are unable to provide...which might be part of the problem.
My 2 cents
Donāt think you are younger or they are older. Treat this like any work situation. The more you treat this like a different or unique situation the more obvious it will be to them. Make it it a business as usual situation
Act like a normal person and don't overthink it. In my experience female managers spend too much time trying to exert authority instead of behaving like a human being
Fire the first two that question your authority and you should be golden.
Do you have formal authority over them or is it more of a ācross-teams task forceā?
OP you do you until you notice an issue. As long as youāre organized, confident, transparent and share information, and you check-in with me to see how Iām doing, youāre a-ok in my book.
Always know your shit. Theyāll smell faking like wolves