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AKQA NY thoughts?
Hi
Can anybody tell mw what will be inhand

Need some advice here. I am a fullstack developer with 5 yoe in Angular and Python. My aim is to crack FAANG companies.Now I got an offer from HSBC in a credit risk model monitoring role using Python.It is close to a data engineer role.
My question is that will it be a good idea to shift from development role to a model monitoring role if I want to move to FAANG in the future?Or does FAANG not prefer people who are not in core development roles?Amazon Microsoft Google Adobe PwC EY Citi Barclays JPMorgan Chase
Additional Posts in Account Management
Hi AMs, Cramer (experiential marketing agency) is hiring for Account Directors and Account Managers. In office 3 days a week. Links below to the job openings!
Account Director (Hybrid) https://www.linkedin.com/jobs/view/3044834981 Account Supervisor (Hybrid) https://www.linkedin.com/jobs/view/2998231407 Account Manager (hybrid) https://www.linkedin.com/jobs/view/3047386705
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I had a manager who made me prepare blockers and accomplishments each week and it was sooooo annoying.
My best 1:1s was when my managers straight up asked “how are you” and said that it was my time to talk about what was on my mind.
Things I learned along my career and use with my folks in their 1:1s.
1:1s are about your direct reports. It’s not a status update meeting for you. Ask them how they’re doing (personally and professionally). Listen well and truly hear what they are saying so you can identify ways to help them. Use the time to give them praise for a job well done. Use the time to give them coaching tips on areas they are trying to improve. Be the coach for them and use the meeting to help guide them.
I have at least 10 1-1’s each week. Depending on the time of the quarter the agenda tends to differ. But, yes, just be yourself, ask if there are any issues. Be sure to provide constructive criticism wherever necessary. Your team will value your support and honesty.
Following this thread for tips. I always feel awkward doing them.
You're there as a resource. If you want to keep it informal to build rapport and trust, best tip is to take little notes and follow up or check on your people as time passes. They want to like who they report to, just as much as you want them to like you, right? So just keep it genuine! Try to connect! Remember details and help them succeed. They may be expecting you to drive the time, but giving them a chance to drive it will help them stay accountable and engaged overtime if they know you're receptive. There's a million icebreaker questions online if you were looking more for that type of thing, but I hope this helped!
Set the agenda and let them know it in advance. Junior team members having 1:1 time with a superior 2 positions above them can be intimidating so they’ll want to prepare.
Let them know it’s a time to share feedback too.
Tell them what you can and can’t keep confidential. Then, actually stick to it. If they say “can you keep this between us?” before actually telling you, the only professional answer is “I’ll do my best, but until I know what it is I cannot make any promises.”
If your company follows a review process, go big picture. 1:1s should ultimately lead to reviews that aren’t a shocker to anyone. “Gets it, wants it, has the capacity to do it” is a great framework, look it up if you aren’t familiar.
Do a casual “stop, start, continue” exercise to identify what is and isn’t working at the individual level.
Be human. Use that humanity to get closer to your team. Ask how they’re feeling, if they are working in the evenings, when was the last time they took a full day of PTO or an extended vacation (a 3-day weekend does not count as “extended”).
Be a person of your word. If you say you are going to look into something, do it. Set a reminder for 2 weeks after the meeting, and work towards that as a goal for how you will update your team member on the issues or challenges they brought to your attention.
Most employees leave because they “don’t feel heard”, or “nothing ever changes.” You have the ability to impact meaningful change in their work life and avoid these exact issues.
All really great and helpful points, thank you all.