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M O V I N G O U T O F
M I D D L E M A N A G E M E N T
A P R I M E R B Y @ T YA H M A
O V E R V I E W
A G E N D A
1. Jobby-job v Startup
2. The board
3. Leadership
4. Developing your skill-sets
5. Tactics
6. ...
S TA R T U P E X I T S
H O B B Y- J O B S V S TA R T U P
1%8%
91%
FA I L
S U C C E E D
A C Q U I R E D
“How exits have cha...
T H I S I S A B O U T J O B B Y- J O B S
J O B B Y- J O B V S TA R T U P
‣ This deck is about jobs at medium to large comp...
G E T T I N G A D V I C E
Y O U R P E R S O N A L A D V I S O RY B O A R D
Y E S , T H I S H A S T H R E E C O M P O N E N...
Y O U R P E R S O N A L A D V I S O RY B O A R D
Y O U
S P O N S O R
‣ Sponsors sit in your organization, but not in your ...
2 . A D V I S O R S
Y O U R P E R S O N A L A D V I S O RY B O A R D
‣ You speak to advisors as the need arises, and usual...
3 . M E N T O R S
Y O U R P E R S O N A L A D V I S O RY B O A R D
‣ You meet with mentors, over coffee (but not like this...
3 . T O O L S O F L E A D E R S H I P
L E A D E R S H I P
‣ There are three main tools of leadership (they follow this sli...
1 . S E L F - A WA R E N E S S
L E A D E R S H I P
G O O D A T B A S K E T B A L L , B A D A T H U M I L I T Y
‣ Self-awar...
2 . A C T I N G W I T H I N T E G R I T Y
L E A D E R S H I P
‣ It is not enough to do and say the right thing
‣ You have ...
3 . S U C C E S S P L AT F O R M S F O R
Y O U R T E A M
L E A D E R S H I P
‣ Leaders reverse the “do as I say!” paradigm...
A . C L E A R C O M M U N I C AT I O N
L E A D E R S H I P : S U C C E S S P L A T F O R M S
‣ Your staff needs to know ab...
B . P R I O R I T Y S E T T I N G
L E A D E R S H I P : S U C C E S S P L A T F O R M S
‣ You can’t do everything
‣ Your s...
C . T O O L S F O R S U C C E S S
L E A D E R S H I P : S U C C E S S P L A T F O R M S
‣ This is beyond the right equipme...
P L O T T I N G Y O U R G R O W T H
S K I L L S E T S
1976 2016
The
Product
Owner
Role
Product Owners
sit at the middle
of three legs of
a slightly
unbalanced
stool.
GM
Engineering
UX/De...
J O S H E L M A N
C A S E S T U D Y
Design Engineering
Product
Business development
What follows are
self-reported skill-
...
L I S A G E L O B T E R
C A S E S T U D Y
Design Engineering
Product
Business development
L E A D E R , D I G I TA L E D U...
M E
C A S E S T U D Y
Design Engineering
Product
Business development
P R O D U C T- F O C U S E D C E O
L U K E K N O W L A N D
C A S E S T U D Y
Design Engineering
Product
Business development
H E A D O F P R O D U C T
A N G I E H I C K M A N
C A S E S T U D Y
Design Engineering
Product
Business development
H E A D O F P R O D U C T
F I V E F O L K S
C A S E S T U D Y
Design Engineering
Product
Business development
Taken as a
whole, the skill-
sets have...
Y O U
C A S E S T U D Y
Design Engineering
Product
Business development
M A K E A P L A N .
N I N E H A B I T S O F
S U C C E S S F U L P E O P L E
TA C T I C S F O R M O V I N G U P
T H I S S E E M S P E D A N T I...
1 . I N B O X Z E R O
TA C T I C S F O R M O V I N G U P
‣ This is dysfunctional
‣ You can’t run your group
from a mobile ...
2 . P U N C T U A L I T Y
TA C T I C S F O R M O V I N G U P
‣ Be on time
‣ Start meetings on time
‣ Respect other’s time
3 . O P T I M I S M
TA C T I C S F O R M O V I N G U P
‣ Lucky Charms dude is very optimistic
‣ Optimism is infectious
‣ M...
4 . 1 : 1 S E A C H W E E K
TA C T I C S F O R M O V I N G U P
‣ Each member of your
staff deserves at least
30m with you ...
5 . S TAT U S R E P O R T S
TA C T I C S F O R M O V I N G U P
‣ After the 1:1s, you can generate status reports
‣ Distrib...
6 . B E G R A C I O U S
TA C T I C S F O R M O V I N G U P
‣ “Thank you” notes and “your welcomes” will never go out of st...
7 . TA K E R E S P O N S I B I L I T Y
TA C T I C S F O R M O V I N G U P
‣ If something goes wrong, communicate that behi...
8 . Q U A R T E R LY U P D AT E S
TA C T I C S F O R M O V I N G U P
At least once a
quarter, talk about . . .
‣ Missed
op...
9 . U S E O K R S T O M A N A G E
TA C T I C S F O R M O V I N G U P
‣ Short for quarterly “Objectives and Key Results,” t...
L I N K E D I N H Y G I E N E
I N B O U N D
‣ Steps to make yourself attractive to your
own hires and outside partners and...
1 . M I M I C
Y O U R C V
L I N K E D I N H Y G I E N E
1. Make sure you have a photo
2. Customize your LinkedIn URL
3. Ma...
2 . G E T R E C O M M E N D AT I O N S
L I N K E D I N H Y G I E N E
3 . W R I T E A N D P O S T
L I N K E D I N H Y G I E N E
‣ Medium is best for this
‣ Write about your area of expertise
‣...
T H A N K Y O U , @ T YA H M A
A P R I M E R B Y @ T YA H M A
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Moving out of middle management

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A primer on the steps anyone in middle management can/should take to move into the executive ranks at medium to largish companies.

Published in: Self Improvement

Moving out of middle management

  1. 1. M O V I N G O U T O F M I D D L E M A N A G E M E N T A P R I M E R B Y @ T YA H M A
  2. 2. O V E R V I E W A G E N D A 1. Jobby-job v Startup 2. The board 3. Leadership 4. Developing your skill-sets 5. Tactics 6. LinkedIn reminders
  3. 3. S TA R T U P E X I T S H O B B Y- J O B S V S TA R T U P 1%8% 91% FA I L S U C C E E D A C Q U I R E D “How exits have changed in 2012” by Basil Peters ‣ Most startups fail. ‣ This deck isn’t about startups.
  4. 4. T H I S I S A B O U T J O B B Y- J O B S J O B B Y- J O B V S TA R T U P ‣ This deck is about jobs at medium to large companies (75+ employees) ‣ I call these jobby-jobs.
  5. 5. G E T T I N G A D V I C E Y O U R P E R S O N A L A D V I S O RY B O A R D Y E S , T H I S H A S T H R E E C O M P O N E N T S ‣ There are three types of people who can give you advice ‣ You need mentors, sponsors and advisors ‣ If you don’t have these three groups, you are at a competitive disadvantage to your peers
  6. 6. Y O U R P E R S O N A L A D V I S O RY B O A R D Y O U S P O N S O R ‣ Sponsors sit in your organization, but not in your direct reporting line ‣ They keep you in mind for other opportunities in the organization ‣ You want people thinking about opportunities for you even when you are not in the room ‣ Your boss cannot be your sponsor. (There is a conflict of interest.) 1 . S P O N S O R S
  7. 7. 2 . A D V I S O R S Y O U R P E R S O N A L A D V I S O RY B O A R D ‣ You speak to advisors as the need arises, and usually because they have specific domain expertise. It is irregularly-timed advice. ‣ They are not mentors ‣ Their advice tends to be not tailored to you, personally.
  8. 8. 3 . M E N T O R S Y O U R P E R S O N A L A D V I S O RY B O A R D ‣ You meet with mentors, over coffee (but not like this, which is weird) ‣ You talk to them every month, for 1-2 hours ‣ They give you advice tailored to you, specifically ‣ You need two, so that you can triangulate your options/approaches
  9. 9. 3 . T O O L S O F L E A D E R S H I P L E A D E R S H I P ‣ There are three main tools of leadership (they follow this slide) ‣ Leadership isn’t telling people what to do, but giving them a model and framework for success ‣ It also involves truth-telling in palatable ways
  10. 10. 1 . S E L F - A WA R E N E S S L E A D E R S H I P G O O D A T B A S K E T B A L L , B A D A T H U M I L I T Y ‣ Self-awareness is knowing where you excel and where you fall short ‣ In the areas where you fall short, hire great people, or get better in that area, or do both
  11. 11. 2 . A C T I N G W I T H I N T E G R I T Y L E A D E R S H I P ‣ It is not enough to do and say the right thing ‣ You have do so consistently ‣ You have to behave in a manner that is ethical ‣ Leaders are usually beyond reproach (with small exceptions)
  12. 12. 3 . S U C C E S S P L AT F O R M S F O R Y O U R T E A M L E A D E R S H I P ‣ Leaders reverse the “do as I say!” paradigm to 
 “how can I support your success?” ‣ There are three components to this paradigmatic reversal
  13. 13. A . C L E A R C O M M U N I C AT I O N L E A D E R S H I P : S U C C E S S P L A T F O R M S ‣ Your staff needs to know about goals, timelines and deadlines ‣ You should presume that when you first communicate this material, it will be misunderstood ‣ So repeat it in different settings in a non-irritating way (this is hard)
  14. 14. B . P R I O R I T Y S E T T I N G L E A D E R S H I P : S U C C E S S P L A T F O R M S ‣ You can’t do everything ‣ Your staff can’t do everything ‣ Your company can’t do everything ‣ Set priorities and stick to them, using objective, clear-eyed criteria
  15. 15. C . T O O L S F O R S U C C E S S L E A D E R S H I P : S U C C E S S P L A T F O R M S ‣ This is beyond the right equipment ‣ Your team deserves the right inputs ‣ You can’t make pancakes without milk and eggs, for a poor analogy
  16. 16. P L O T T I N G Y O U R G R O W T H S K I L L S E T S 1976 2016
  17. 17. The Product Owner Role Product Owners sit at the middle of three legs of a slightly unbalanced stool. GM Engineering UX/Design Business The General Manager runs the software product business. “Sports” is an example. Builds the MVP, runs operations, maintains the existing product, and manages QA. Business development, sales and marketing The customer experience. Product Lead
  18. 18. J O S H E L M A N C A S E S T U D Y Design Engineering Product Business development What follows are self-reported skill- sets from some of the top product people on the planet. Product people are cross- disciplinary. This provides insight into areas where you can improve. PA R T N E R , V E N T U R E C A P I TA L
  19. 19. L I S A G E L O B T E R C A S E S T U D Y Design Engineering Product Business development L E A D E R , D I G I TA L E D U C A T I O N
  20. 20. M E C A S E S T U D Y Design Engineering Product Business development P R O D U C T- F O C U S E D C E O
  21. 21. L U K E K N O W L A N D C A S E S T U D Y Design Engineering Product Business development H E A D O F P R O D U C T
  22. 22. A N G I E H I C K M A N C A S E S T U D Y Design Engineering Product Business development H E A D O F P R O D U C T
  23. 23. F I V E F O L K S C A S E S T U D Y Design Engineering Product Business development Taken as a whole, the skill- sets have very different shapes. You can be less- than-exemplary in some fields and excel in others, but you should have competency in all of them.
  24. 24. Y O U C A S E S T U D Y Design Engineering Product Business development M A K E A P L A N .
  25. 25. N I N E H A B I T S O F S U C C E S S F U L P E O P L E TA C T I C S F O R M O V I N G U P T H I S S E E M S P E D A N T I C , B U T I T M A T T E R S
  26. 26. 1 . I N B O X Z E R O TA C T I C S F O R M O V I N G U P ‣ This is dysfunctional ‣ You can’t run your group from a mobile device ‣ Put time in your calendar for email catch up ‣ Unsubscribe from newsletters and threads that aren’t valuable with extreme prejudice
  27. 27. 2 . P U N C T U A L I T Y TA C T I C S F O R M O V I N G U P ‣ Be on time ‣ Start meetings on time ‣ Respect other’s time
  28. 28. 3 . O P T I M I S M TA C T I C S F O R M O V I N G U P ‣ Lucky Charms dude is very optimistic ‣ Optimism is infectious ‣ Most companies in the Valley have a “no-jerks” rule ‣ Jerks sometimes win, but optimistic people have better chances of doing so
  29. 29. 4 . 1 : 1 S E A C H W E E K TA C T I C S F O R M O V I N G U P ‣ Each member of your staff deserves at least 30m with you each week ‣ Items to cover in your 1:1 ‣ Status updates ‣ Skill development ‣ Tactical and strategic questions
  30. 30. 5 . S TAT U S R E P O R T S TA C T I C S F O R M O V I N G U P ‣ After the 1:1s, you can generate status reports ‣ Distribute them widely, even if no one else is doing so ‣ Sharing information is power, hoarding it shows weakness
  31. 31. 6 . B E G R A C I O U S TA C T I C S F O R M O V I N G U P ‣ “Thank you” notes and “your welcomes” will never go out of style
  32. 32. 7 . TA K E R E S P O N S I B I L I T Y TA C T I C S F O R M O V I N G U P ‣ If something goes wrong, communicate that behind closed doors ‣ Take responsibility for the shortcomings of your team and own their mistakes. You have to help them to be better. ‣ Pass praise down to your team members.
  33. 33. 8 . Q U A R T E R LY U P D AT E S TA C T I C S F O R M O V I N G U P At least once a quarter, talk about . . . ‣ Missed opportunities ‣ Feedback about your performance as a leader ‣ Questions and feedback from your staff
  34. 34. 9 . U S E O K R S T O M A N A G E TA C T I C S F O R M O V I N G U P ‣ Short for quarterly “Objectives and Key Results,” these are much more valuable than annual goals and five-year plans that are usually fiction
  35. 35. L I N K E D I N H Y G I E N E I N B O U N D ‣ Steps to make yourself attractive to your own hires and outside partners and agencies
  36. 36. 1 . M I M I C Y O U R C V L I N K E D I N H Y G I E N E 1. Make sure you have a photo 2. Customize your LinkedIn URL 3. Make sure your title reflects your job 4. Don’t connect with anyone you haven’t met 
 in person or spoken to on the phone 5. Make sure that your summary is crisp
  37. 37. 2 . G E T R E C O M M E N D AT I O N S L I N K E D I N H Y G I E N E
  38. 38. 3 . W R I T E A N D P O S T L I N K E D I N H Y G I E N E ‣ Medium is best for this ‣ Write about your area of expertise ‣ Use your other social channels to amplify and respond
  39. 39. T H A N K Y O U , @ T YA H M A A P R I M E R B Y @ T YA H M A

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