副总裁可以改变公司文化吗?
A significant turnover in senior management bumped me from VP to导演。我认识到这是一个很好的机会,攀登梯子的最佳方法是跳过一些梯级
但是,人们对当前的职责感到不知所措,以至于导致工作输出非常平庸,并寻求一些一般的投入:
职责包括:
- PM接近10个档案
- 2023年以2-3的领先出口(没有经验)
- 来源与关闭交易
- 领导筹款工作(没有经验)
- lead on英尺hires/interns (no experience)
非常much a first world问题,但仍然是一个问题。试图调整为领导者。鉴于我以前的角色迅速过渡,在内部建立该图像更加困难。
该小组是相对良好的小组,这是很好的,但不利的一面是整个领导团队都养成了赢得/海岸的习惯。
大多数合作伙伴认为事情会奏效并已退房,而高级团队似乎已留下担心合作伙伴的责任
我已经预测了几个主要问题,其中一些已经解决。尽管我有几个预测是准确的,但我的投入仍未得到认真对待,因为我似乎在内部仍然被视为副总裁
Lots of other issues as well. Sometimes I feel crazy for being the only one who thinks that as a going cruising & reacting is unsustainable. But my track record of accurate predictions has reinforced my beliefs that a lot of what I think is correct, even when no one agrees.
似乎我需要创造一种文化变革,但不知道如何自己做,而我为带来新的人才的努力已被关闭(尽管鼓励继续继续花费时间)。我是晚上和早晨在办公室里唯一的一个人,感觉就像我几乎没有任何指导的车轮旋转,并且与失误有关的机构知识巨大丧失
尽管所有这些动荡,但对这个机会有机会在中断期间创造有意义的变化感到非常兴奋。似乎这可能是一生一次的机会。仍然无法弄清楚其他晋升的初级员工也没有弄清楚这一点。但是,来这里寻求建议如何以对公司创造最大价值的方式优先考虑我的时间,同时也以使我最有吸引力的情况下的方式定位自己,以防万一事情不起作用,我需要跳跃将来发货
评论 (3)
我认为您需要严重放缓和放松。显然,您认为您应该做的事情与人们期望您要做的事情之间存在脱节。老实说,您听起来很紧张,而且从这个信息中却不稳定,无论您是否喜欢,您都可能会对伴侣感到紧张。如果我是你,我会做什么与你过去2-3周的不同,看看会发生什么。我会同时起草一个现实的(!)计划,并以您认为自己的目标是一年的目标,您建议如何实现这些目标以及您需要做的工具。如果他同意,请与伴侣联系。
To be frank, you currently sound like you're in way too deep wanting to change the firm's culture etc etc. While it's well intentioned and shows good drive, remember you're not the managing partner or country head or even a partner. You're at serious risk of burn out, stepping on someone's toes too many times or both
去od luck
我会说,如果您被视为他们的明星和桌子上平等的声音,也许您可能会在这里产生影响,但是如果合作伙伴已经炸毁了您,我将不可能说。我同意其他海报。花几周的时间放松一下,这篇文章似乎很担心。利用时间将2023个简短的客观计划和行动项目(1-2页或幻灯片)汇总给合作伙伴。听起来您需要另一个合伙人或副总裁或两个,而不是需要实习计划或新的英尺hire (both of those are a lot of work).
If you are the only one in the office early是晚上...停止这样做。听起来这不受重视。如果有巨大的问题,他们可以雇用另一个人。但是,尝试经营整个公司不是您的工作。
My general thoughts on things to prioritize as you think through your objectives:
It's hard to discern how much of this is just frustration, but from the way you tell it I don't think you can get all of your goals achieved right away, and maybe that means you lateral out in 6 months or a year. You may be a director by title but you are still junior in experience. If you can hire another body or two to help get going-concern items done, that will help. Maybe you plan a broader hiring or fundraising strategy for the future. It's great to be ambitious about your role, but don't go veering out of your lane trying to change the whole culture and way of doing things.
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