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Hi Fishes,
This is on behalf of a friend .Can someone please put on some light on the below query ?
Company : Morgan Stanley
Designation : Associate - Global
Role : Compliance Technology Strategy
Division : Legal and Compliance
How is this position for a BE+ MBA , total 3+ years of IT experience in top MNC.What would be the expected CTC and next hierarchy designation ( after a promotion ) ? Morgan Stanley
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Actually, instead of trying to identify that 1 person, do you think you could make this a theme in your 1;1s with all your core team members? If you ask this question in earnest and assure them they can answer openly, they may share instances with you.
Again, this is based on an assumption that the culture of the company is this open.
Something is driving you to be that way. A personal fear of failure, a control problem, etc. I think you should look inward. I am Clifton Strengths coach and would be happy to talk to you to figure out what causes this. DM me if interested. FREE
I agree that consistency is the issue here, not who said it. If one person noted it, I’d say ignore it. But if multiple did, there’s some truth to it. Evaluate yourself, bring it up in touch bases, ask your peers (versus your employees) and they might be able to point it out to you. Between these, you should get a clearer picture and you can ask for feedback on how you can minimize it without losing your need to oversee projects and such.
When I had a large team, I would often ask them what they would like me to Start, Stop, Continue doing as their leader in order for them to feel more empowered and be more effective in their roles.
This makes it more about you wanting to know about how to support them vs. wanting to find out “who dunnit”, and is a question that every one of them can answer, hopefully, honestly.
The trick is to monitor your reaction to the feedback you get, you want to make yourself a safe space for your team and remember not to take things personally.
If someone says something you don’t agree with - don’t respond in the moment. Write it down, and tell them you’ll come back to them with your thoughts. And do that. From a calm strategic place.
Yikes! It is hard to fix when you can't talk to the person who made the critiques about specific situations in which you were a micromanager, but I would say that since it was consistent then it's safe to say the majority of the people on the team feel the same way. Take some time to just reflect on how you communicate with your team
Do you think that you are in any way a micromanager? If you do then I would do what I could to correct it so my team doesn't see me this way. If you don't think you are then I would just disregard it. Sometimes people talk out both sides of their mouths.