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How is Deloitte Risk advisory cyber risk( tprm) in terms of career growth.. What kind of job it is is it technical, or business analyst, risk analyst kind of job. I am a person with 1.5 yrs of experience so less knowledge in this matters. Is it something I can make a career in it. Deloitte
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Delegating is definitely part of the director role. What makes you think she’s doing nothing in her role? In my position/division lead, I take a lot of meetings with partners, shareholders, managers and board members. I have a hard time taking all these meetings during business hours and also doing the tasks assigned to my division in these meetings. If I did have a capable team, I would definitely be delegating those tasks out.
With the information provided, she sounds like she’s honest she doesn’t have time to review things (doesn’t take credit for something she didn’t do), and she supports her team (asking for more time instead of pressing you to work outside your capacity to do something). Maybe part of the story is missing, but what I’m getting from this is she’s doing her best.
Thanks for explaining. I can see the disconnect now. Try to provide upward feedback in a respectful manner either to her direct report/coach or to HR like you said. Sounds like she could use feedback from her leaders on organizing her time/workload and perfecting her method of communication to be more effective/efficient.
I recommend doing what you can to control the environment you’re working in. Also, try to learn about her position and professionally network with the people she meets with most. I personally see a few ways out of this: let her be coached and hopefully she improves, work your way up the ladder (by learning her position and networking) and get noticed for keeping the team afloat through her disorganization, or use your experience (after learning and doing more from her role) to leverage a higher position at a new company. I def recommend spinning this to your benefit long term.
A director managing only one person sounds like a start-up title inflation. Without more context on how her day is actually like that can sound like a director - they are in meetings, providing and exchanging ideas based on actual work done by junior people on their team. They generate ideas, fight for senior exposure and resources, create strategy and turn those strategies into actual milestones and work and then delegate. But thinking of having only one direct report, it’s hard to justify the scope of the title.
I think in this case unfortunately you might need to manage up more. Document your conversation every time and lay out a clear structure to track different projects, expectations, and try to align them to an agreed strategy / bigger picture. If you have a skip meeting with her manager, try to seek advice and align on broader strategy too. If you don’t have an 1:1 skip meeting yet, definitely try to get one. Hope this helps and hope that you can maybe find some other nicer manager in the company to work with if possible and gradually steer away from her. Best of luck.
Someone asked us to review something, I intentionally said I didn’t have the capacity to see if she would review. She asked for an extension. We got the extension and I said I didn’t see any issues. When the team pressed her about her review she said she didn’t have time. I lots more stories, but won’t bore you.
I think I wouldn’t feel like I was the only person working in our division, if I had more peers, but I don’t. I also sit in meetings where she says she will do something, then later she pushes it off on others. She waits on me to draft things then she might review or suggest someone else does. What is the role of a director? And how can I feel better about working on a two person team?