#managingup

I got let go in early 2013 from my 5th job since 2006.  As a 31 one year old, it took me over a year to finally get my 6th job back at an investment bank.  I started off my career in financial services for the first 4 jobs.  At every job, I was probably hired because of my pedigree and I am thankful.  But for the 5th job, I took a 180 turn and went to work at a startup.  But still, I didn’t last long and was made redundant again in not even a year’s time.  

Each time after losing a job, I reflect and try to figure out what went wrong.  And I have identified the issues: me feeling entitled, me not detail oriented enough, me not building the credibility that i should be building, and not managing up adequately.  After the reflection, I readjust my mentality and go on the hunt again.

The one year of being unemployed took me on a roller coaster ride emotionally but also made me realize what I can/cannot live without.  I hid away from friends, did nothing but job hunt, and basically hibernated.   During that year of search, I’ve come to realize that banks and big corporates are just hard to get in without the right pedigree, so why don’t I try to leverage off of my pedigree and try to get back to a bank whilst I still can?   After 4 banks and 1 start up, I can still swing my answers in interviews that I’ve tried it but I still prefer the former.  And finally after a year, I finally found one.  Working as a contractor with a great team doing interesting work.  

After a month of contracting, i won the support of a few managers and they raised the point that they will try to raise headcount (in this hiring freeze environment) to convert me to full time.  But now in the third month, that seems to be on hold with the director of the team leaving to a different group and a new head joining.  (story of my life...in 4 of my 5 jobs, i have had mgmt switch)  I also just got feedback that the team knows i want to stay on as full time, but they need to make sure that i am capable first.  (meaning - they don’t think i am.  I had big shoes to fill and so far they don’t think I am cutting it.

Got into a few moments this week where it brought back deja vu moments of feedback from previous managers.

1) That my presentations/speech are not structured enough.  (Even though I did plan out and write down my points...I can’t seem to grasp what i am missing?  I was on debate team in school and structured great arguments....how do i translate this to the corporate setting?)

2) That I spill out answers about questions when I was not certain what was being asked.  (people would ask me questions and I’d answer just to get them off my back, but the answers I give almost never helps...it’s always back down to let me check and get back to you...when I should have just say that to begin with)  <-- I know I need to learn to stop respond so quickly.  but still manage the balance, since i can’t always say let me check and get back to you every single time i am asked a question.

3) I don’t keep others in the loop and timing to manage expectations.  (even though I thought I had, others don’t perceive it as such)

4) Get stuck on tiny details that prevent me from getting the big thing done (also missing the point of the assignment even)

Give yourself a pep talk: “I’M THE FUCKIN’ LEADER!!!”

One of the common questions I heard during my time in the Leadership Program I was enrolled in at work was the question, "How do I manage my boss?" I recently read this article again and although it's from 2005, it does give some very practical tips and insight into how to do so. 

The checklist below is a simple and super effective tool to get started and the article has much more. I do strongly encourage a read.

Make sure you understand your boss and his or her context, including:

- Goals and objectives - Pressures - Strengths, weaknesses, blind spots - Preferred work styles

Asses yourself and your needs, including:

- Strengths and weaknesses - Personal style - Predisposition toward dependence on authority figures

Develop and maintain a relationship that:

- Fits both your needs and styles - Is characterized by mutual expectations - Keeps your boss informed - Is based on dependability and honesty - Selectively uses your boss's time and resources

Someone told me a story recently.  He called it "Feed the Beast."  It came about when I received a surprising email.  The person I received the email from was very frustrated at what they perceived as being blown off.  Now, I'll be the first to admit that there has been an occasion (or two) where I have forgotten to do something. But with this particular expectation, I don't even remember the conversation ever taking place. Now, not only was this other person frustrated but now I too was frustrated.  Mostly because I cannot recall the situation ever happening, but also because I don't like being skylined. 

Anyways, let me get back on track.  The principle is pretty simple.  The person that told me the story said this:  When you have someone, whether it be a client, a boss, board or someone else that you report to, or that has some power over you (like pay your invoice or sign your paycheck), Feed the Beast.  In other words, do or get what they are asking for.  Now this doesn't mean that you go totally spineless.  but it does mean that once you have presented your case if they still want to pursue a certain path. Do it.  Here's an example:

Your client sends you an email.  He has a great new idea. He wants to put up a billboard on the busiest interstate in the area.  (so far so good)  He also states that he is positive that if we place a large custom QR Code on it we will be able to drive tons of traffic to his home page.  (uh-oh)  You decide to pick up the phone and call him to discuss a little further.  He picks up and after you exchange pleasantries you ask him what his goal is with the billboard - just to get clarification.  He says he wants to drive traffic to the site. (understandable) You let him know your thoughts on why the billboard may not be the best option and how we might accomplish the same goal with a different option.  He is adamant.  This is the point where you Feed the Beast.

Sometimes they will send you down a rabbit hole.  Feed the Beast.  Sometimes you may totally disagree with the direction they want to go.  Feed the Beast.  Sometimes you've already done it. Feed the Beast.  Sometimes you already know what the outcome will be.  First, respectfully tell them why you think you already know what but out come will be but if they are unwavering, Feed the Beast. 

There are always caveats.  If it is morally wrong.  If it is ethically wrong.  If you are so far down the path with differences in strategy or goals that you need to fire the client or find another company that is a better fit for you and your mission, values and vision. 

Overall the principle of this story is sound.  There will always be times when there are disagreements but Feed the Beast will help to ensure that you stay off the skyline.