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Hello fishes,
I have 8.5 year .net full stack+azure. I am having below offers
1. honeywell - 24lpa fix - advance software engineer
2. Kpmg global - 25 lpa fix +1jb -assistant manager 3. Pearson education - 27.5 lpa ( 25 fix +2.5 variable) - .net specialist
4. Smc squared 26 lpa fix + 1jb - technical lead
5. Schneider electric ( in pipeline) for staff engineer
Which ones to choose according to wlb, job security and new learning
Honeywell KPMG Schneider Electric
Any Saudi folks here? Alf Mabrook!
TRX punished man 😪
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These aren't my personal lessons, but they are a few I tell new managers and those deciding whether to enter the ppl management space:
-Just because you like ppl, it doesn't mean you should manage them.
-The people you manage will never know all the work you do to manage them and they'll have no idea how you've supported them. So don't expect appreciation because it'll never be commiserate to what you do.
-Have an exit plan. Managing ppl, especially if it's predominantly men in your industry, is exhausting. Plan to go in and out of people management and IC roles. It's for your own wellbeing.
Consultant 1, these are good points, however, I will say sometimes people do understand everything that you do to manage them, but this only happens when they go to somebody else. When I was in leadership, my people thought that I was hard on them, they thought that I asked too much of them. When they went to leaders later in their career who asked the same thing that I was asking, they sent me feedback and said ‘OK I understand now why you wanted us to do that and I thank you for having us do that because now I can do what my manager is asking and it’s easy’.
To me being a leader comes down sometimes to very small things like saying good morning and goodbye or good night, Checking in on people, making sure they understand that every time you talk to them it’s not for always a bad reason.
Coach
You don’t have to be everything to everyone.
With a new role like this, you will need a new set of boundaries. What you can share, what you can’t, working hours, etc.
Try to find someone at your management level that you can bounce ideas off of.
Look for a career sponsor in your company.
Learn the art of delegation.
Lead with self awareness and vulnerability. I think knowing what kind of leader you are helps you lead/manage people. Managing so many different personalities and behaviors can be a challenge, understanding your own “work” personality and behaviors can help you pivot and connect more genuinely with your team. At least that is what I took away from my first year as a Director.
Be self aware enough to know if you should really be managing people or areas you need to improve.
Delegation is how you develop and prepare your team for the next level so you can develop yourself.
Some people are perfectly happy to meet expectations and not exceed. Do your part, but leave them alone. You can’t want more for someone than they want for themselves. As long as they’re doing what they’re supposed to do and there’s honest dialog about their position it’s fine.
Find a mentor either inside or outside of the organization where you can check your crazy. There are going to be times when you’re unsure if you’re doing the right thing and that’s ok.
Be comfortable with being uncomfortable. Sometimes you feel like you’re on top of the world and sometimes you feel like you have no idea what you’re doing. Keep pushing anyway.