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Anonymous User
Hi fishes! I had asked for benefits other than CTC which Bank of America provides & now that I've completed 1 month here, here's the list of allowances you'll be getting irrespective of position/band:
1. Sodexo: 1300 p.m./ 15,600 p.a.
2. Transport allowance: 900 one way, 1800 two ways p.m./ 21,600 p.a.
3. Internet: 1500 max p.m. (other than that, one time installation charges)
4. Tuition fee: Any certification related to your field. Like CFA, FRM etc. 3,00,000 p.a.
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Additional Posts in Product Management
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GPMs should help:
- Develop north stars for each sub-product in their portfolio
- Align team goals with broader company goals
- Coach how to work with other teams cross functionally and influence
- Identify bigger pain point trends and roadblocks that need to be removed for their team to be more efficient
- Look for ways to improve outcomes of ceremonies
- Help resolve conflicts between PMs and the engineering team if necessary
- Champion initiatives and advocate for additional resources
- Protect team from getting pulled in too many directions by potential conflicting priorities from leadership
- Help team understand how to navigate the career ladder and create development plans
- Help coordinate large initiatives like platform refactors, etc
- Challenge roadmaps and make sure they are rooted in customer outcomes and data
I’m sure there’s more but those are what I can think of.
It will be very rare for you to have a manager who can “do it all” and have the right personality. When you don’t have guidance, it’s better to try and force yourself to provide a perspective based on what you know and let people react. You might not be right but if you spell out your logic, it at least provides a good starting point for iteration. A good team should support asking questions and testing to find the most likely answer. It’s ok to be wrong, but not ok to not have a plan. Great PMs can always find clarity in ambiguity
I start by asking questions that I frame as helpful offers, such as "What can I do to fill an area of need?" or "What should I be doing to fill this area of need?" That way (if framed right), they still feel in control while allowing a conversation on otherwise hazily defined areas.
Coach
Exactly this.
But first, ensure the others agree that it IS an “area of need”.
Would like an answer so bumping, I’m interested to see difference in responses between group product managers who manage a team all working on a massive product versus a group pm who maybe manages an ecosystem of similar products
Coach
This is a bit general, but I think it is applicable nevertheless.
Whenever there is lack of leadership in a company, it usually means there are others who are also feeling the need of it and it’s not “just you”. That’s a great opportunity for you to step up and try to fill those shoes. You might not be able to fill ALL the shoes, but one at a time, you might fill many of them.
The balance you have to find is to be able to do so without stepping on other’s shoes and ensuring that you’re bringing your stakeholders along.
E.g. if you don’t have a clearly roadmap, lead the team to first understand why it is important / beneficial to everyone to have one. And then lead the team to develop one.
Group PMs generally would presumably have experience building out a team’s / portfolio’s roadmap, ensuring that everyone in the team has clarity for their roles. They would be able to handle higher level, more strategic and more complex initiatives, which may or may not mean anything to their direct reports. But if the direct reports are indeed working on the same initiatives(e.g. owning one piece of the puzzle), then it’s the GPM’s responsibility to ensure that the team members understand how their piece fits into the larger whole.
Unfortunately, that is often more under “management skills” rather than “product management skills”. So that’s not always a given. However that’s again an example of shoes where you could also fill.