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How many here also have ADHD?
Chief
Hi Fishes! YOE - 7 (CA - Regulatory + Financial Reporting). Current CTC - 12 I have an offer from Capco (Consultant-M2 - Regulatory Reporting). Offered CTC is 15.5 I have final interview pending with American Express for band M30. Can someone guide me on the seniority of this band and the salary that I can ask from th HR? Any info would be highly appreciated.
American Express Bank of America Capco Technologies
Why is this bowl so quiet?
Pro
I really miss breeding out one night stands.
Hi Fishes, I joined Accenture last month and 45days has been passed but today I got a mail to submit LOA signed copy so does that mean that my bgv has not been started till now and will start only post submission of this document. Any one any idea how many does does they take to complete the whole process?? Thanks Accenture
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Where/How did you meet your SO?
Any recs for CIPM study books?
Rising Star
Who’s running diligence for this TikTok deal?
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Don’t manage them. Talk to them about their needs and motivations and how you can help them find the overlap with the business needs and then do everything in your power to help them get there. Give them encouragement, kindness, empathy and support. The metrics will sort themselves out.
Chief
This is good advice when you’re managing a manager or a senior consultant who knows how to do things.
It won’t work on analysts or industry hires or mba hires with no consulting experience - because they don’t know what a strong output looks like
Chief
Error on the side of overbearing. It’s much easier to lay off when you trust them then it is to win someone’s respect.
The biggest think you can do is be clear of expectations from the beginning.
Chief
Sure, DM me. The concept isn’t hard - it’s just the consistency.
A few things I’ve found to be useful:
1. Always give the junior team credit in front of leaders. They know you’re going out of their way to make them look good without you telling them you’re doing so.
2. Bring thoughtful feedback to all feedback sessions. Specific examples of what they did well, could improve upon, and tactical ideas to improve. Draw connections between feedback sessions to show you notice the growth.
I have a whole notebook of this stuff at home. Been a manager for 2.5 years now and would stay at this level forever if I could. It’s the best.
Your job is to be their sword and shield; protect them from downward BS so they can focus on their work, and when they need their voices /concerns escalated amplify that messaging upward.
Other than that, you're just making sure workloads are balanced
I’ve managed people for about 10 year, and then managed managers, senior managers and directors, the art of management only improves with experience, time, failure, success and continuous commitment.
At time you’ll feel very satisfied, specially when you manage to get your team promoted, get international transfers, at other times you’ll feel miserable when you need to fire or layoff people, but that should be your decision no one else’s.
If the company asks you to do it and disagree to, let them do it, but if you feel it necessary for whatever reason then do it yourself and be accountable, try help them, getting a recommendation letter, or referring them elsewhere if it makes sense. You never know when you’d need their help.
There are tons of books and training, but in the end my advise is be yourself, and be reliable, never create expectations that you cannot accomplish, and try to explain the reasoning behind a decision that may make no sense to your mentees, usually business decision are prioritized over technical criteria.
And one more thing: Always listen to your team, don’t tell them, show them.
Welcome to the wonderful world of management.