It's so refreshing to see someone being totally honest, and I can agree with him on many levels. I recently got hired at a company and after I passed the interview, the VP suddenly promoted me to Director with a salary bump, and as thankful as I am to this person, I was feeling a bit scared to jump into the role so suddenly. I think this video gave me a lot of useful pointers and a bit more confidence to try my best at the new role, so thanks very much :)
About what Mike mentioned about communication, there is more into that. As Directors, we have to not just communicate, but effectively articulate our thoughts in a way that we can influence our listeners.
In my perspective, as a Director, Time Management is just the second on your list. The first thing is Priority Management. If you prioritize effectively, you'll be able to produce more valuable outcome within a shorter time
Mike is great in providing information but the interviewer is not connecting. May I ask, im relation to what you have mentioned about how you fail as a first time Director, what did you do to make that right and improve your numbers?
I’m currently a manager but I don’t attend daily and managing people in working level… in fact I am behaving like what a director is behaving most of the time.
Hi! There are a few great books highlighted in the blog posts covering his interviews: codingsans.com/blog/managing-managers codingsans.com/blog/self-managed-teams
In working at Big 4, you get and do well as director when you manage up. You also got a opportunity because of your ability to schmooze. I was told directly by a donut boy that my abilities are not going to help me get ahead. And as interviewee said, he had to switch the company to get the bump. Of course also being in the right place at the right time. It's not rocket science to have this role.
how do you weed out incompetent people who were previously at leadership persitions in well known companies, and all they do is talk? like ex-CTO of Riot, or ex-CEO of paypal. You kick them out and they just go be a director somewhere else
Hiring and Firing as per what Mike said, is a responsibility of the HR Team. Directors are data people. We analyze data and act based on our analysis. If the action required is to fire or hire, we coordinate and discuss with the process owners, who in this case are HR peeps.
@@FancyKarolinaFollow-up on answers, challenge some of them with deep-in questions, build a logic story into your narrative/your questions, you don’t have to tell the interviewee how great his answer was after each answer .. that’s some of ad-hoc the tips after watching half of the video
This guy is a bad manager and a very toxic leader. The reason to connect with other peers and managers is so that 1) You can make them successful, and 2) They can make your team more succesful, thus making them more effective and the company more effective. Instead, this persons company and they themselves are just focused on ‘knowing people’ and ‘optics’. Terrible manager, terrible training and he will not be a person we hire in any company
