Karishma, Program Manager, feeling bad about giving people another task to work on 🙂

Pam, GM-esque role at a FinTech. Hardest part is influencing without authority since I don't directly manage anyone but am responsible for success of cross functional teams.

Coleman Oates > COO > Making sure the plan I give them is the best one possible

Samiah, Chief of Staff, visibility across all different teams for project management and prioritization

Nikolas, Founder/CEO, making sure I’m holding myself to the same level I expect from others

Daniella, business operations, delegating tasks/Projects equally throughout the team

Stan, an independent consulting, I work with independent contractors and it’s very hard to keep them motivated and stick to a certain level of quality and deadlines.

So true, Stan. Hard when they’re not employed by you fully

One thing to think about is - have you ever been managed by someone who thought you were more/less competent or confident than you were? How did that make you feel?

Aka put yourself in the shoes of someone you’re managing 🙂

🙌

Not knowing the outcome that people are striving for.

Thanks!

You also could do this process with a framework in mind - e.g. competencies that you already evaluate people’s performances on

So, where does Pam “plot” on coachability? Or financial planning? Or communication skills?

On an even more micro-level, what was on their job description? Even for freelancers, Stan - what are they supposed to be good at / what experience do they have with it?

I’ll stop...!

I'm also thinking through how this may apply at a team-level as I think through big picture cross-functional projects.

yes

👍

Meeting deck: https://docs.google.com/presentation/d/1as9xaq-4g5DQDRrYf6WXBLf2epw9fpDZtefCmMeN3bk/edit#slide=id.gdac2a5e365_0_78

be more direct 😄

Same- and really think about if I want to delegate or be direct and then follow through with it

Differentiate scenarios that are better served to be direct or delegate

This has been great- thank you!

Thank you!