Assertive Professionals’ Post

ooof. this one hurts. so let's talk about it. IME, you want to be evaluating your team every 30-36 months. ask these specific questions about every person: we are about to finish 2 18 month cycles, is this still the right person for the job? can they take us another 36 months at the growth rate we need? if not, is there another role they could take on that will propel them over the next 36 months? are you holding this employee back from them acheiving their goals? the great VPs know that if they aren't pushing themselves they start dropping to mediocrity (or worse) immediately. conversely, the mediocre VPs confidently believe they know best and doing it.

“IT’S NOT A JOB. IT’S A MANDATE.” We seem to be getting a growing number of recruiting inquiries from CEOs who don’t have a job description for the VP/CMO/GM they would like us to source on their behalves. (Yes, “behalves” is a word. I just looked it up.) Anyway, what’s unusual is that such CEOs come to our project kickoff call without a shred of sheepishness about this — as if they never had any intention of developing a job description. Rather, what they have is a mandate: “The new VP/CMO/GM should profitably grow the business by ___% by EOY 2026.” That’s it. “Grow the business.” Like telling a pilot, “Land the plane. I don’t care which buttons you push. Just land the plane in a way that minimizes wear and tear on everybody and everything.” 🟥 I’m not sure if this is the new normal. What are your thoughts? Have you seen this? 👍 to share!

It starts in 5 days! What is L&D, its roles and function? Why do organizations need it? How to maximize the benefits of the role; What L&D does right; The priorities of L&D vs the priorities of the organization; Building an L&D strategy in 7 important steps; The metrics for measuring L&D success, and the most important KPI's for L&D; Solving the problems practitioners face; The skills practitioners need to maximize effectiveness, etc. Getting buy-in for L&D Initiatives If you are interested in Learning and Development, and making yourself or your team L&D superstars, get in touch.

Is your team equipped with the persistence needed to transform challenges into opportunities? Teams who are persistent don't let setbacks stop them; rather, they see them as valuable learning opportunities that build their determination and expand their potential. However, fostering this kind of persistent mindset within a team requires more than just encouragement; it demands a structured approach to developing resilience and adaptability. Leaders play a key role in this by setting examples through their own actions and by establishing a supportive culture that values perseverance. Regular training and development programs can also equip team members with the tools they need to effectively manage stress, solve problems creatively, and adapt to changing circumstances without losing sight of their objectives. This recognition helps to build a supportive atmosphere where team members are encouraged to remain dedicated despite the difficulties they face. This strategic focus on persistence ultimately leads to greater innovation, stronger team cohesion, and sustained performance in achieving the organization goals. To make your team future-ready, reach out to us at marketing@simurise.com or connect with Shweta - at 0845-208-4442 / Karan - at 0932-498-0145.

In a flat(ish) hierarchy, don’t wait for permission to contribute. If you have an interest in staying with the team and progressing, the best way to show and build your capabilities as an IC or as a manager is to: 1. Start contributing to strategy discussions 2. Pursue and champion initiatives you believe are valuable (not to the detriment of your team’s confirmed strategy) 3. Actively identify and communicate opportunities that might not be evident to your manager. This is how you grow, and means you’re working in an environment that values personal responsibility and employee empowerment. Your manager, the leadership team, your product or project manager - they can’t know everything with equal depth to you. Be collaborative and communicative, but take the first step if you believe in something. I loved it as a ‘Head of’, few things made me prouder than seeing someone find their own opportunity and make it happen.

While watching a Dave Ramsey clip on YouTube, he emphasized the importance of choosing a profession with high employment rates and striving to be in the top 25% of that field. This idea sparked my curiosity. What does it entail to excel in the top 25% of the product management realm? I would especially appreciate insights from hiring managers. For me, achieving this level boils down to embodying the three key components of my Product Culture Model: 1) Quality - Delivering consistent results 2) Urgency - Bringing energy and focus 3) Impact - Prioritizing value for the business and customers above all else

The most difficult part of being a first time manager: shifting your perception of your value from producing output to enabling others. Most people get put in positions of management because they are high performing individual contributors. But the best managers create value by enabling others, not creating output themselves. Getting to the end of the day, hours upon hours of meetings, slacks, and email. Exhausted, asking yourself “what did I even do today? What did I get done?” The answer (if you’re doing a good job): you generated leverage by enabling others to succeed.

What inspired you to become a senior manager in the real estate industry? ✏️ The dynamic nature of the Real Estate industry can provide an exciting and ever-changing environment for those seeking challenge and variety in their work. Senior managers often deal with complex projects, diverse stakeholders, and shifting market conditions, requiring adaptability, creativity, and strategic thinking. For individuals who thrive on innovation and problem-solving, the real estate industry offers ample opportunities to exercise and develop these skills at a senior management level. Furthermore, the potential for networking and collaboration with other industry professionals can be a motivating factor for aspiring senior managers. Building relationships with developers, investors, government officials, and community leaders not only enhances opportunities but also fosters a sense of belonging and camaraderie within the industry.

First-time managers often focus on getting junior hires in that will work for them, and whose comp fits in a careful, tiered schema Then later you learn you just want hire the best possible people Especially people that are better and more experienced than you

Help me with advice. What is your 5th?