4 ms·

Interesting insight. How does one go about creating this network? I have a network with my fellow colleagues but with remote/hybrid settings, its hard to make t

• Spooky23 4y ago
  If you work with vendors and suppliers, you should have good rapport with those folks. Ditto for peers in technology or business in your company. It’s something you need to always work on. Be kind when you don’t have to. Listen to people. Be fair when things go wrong and generous when they go right. Build trust and bridges, help when you can, etc. Being able to pick up the phone and get action is key to any director role. I’m a senior director for a few years, and who I know has been more important than what I know more times than not. One example is a few months ago, there was a critical failure in another part of our technology org, a legacy system that has alot of impact to the business. I was in a rotating major incident commander role, and the primary teams were all impacted by COVID. Being able to call the business leader and let her know that we have a serious problem, but are working on it kept the situation calm was key to preventing intra-org issues. You need to project calm leadership, even when you’re flipping out internally when the normal processes are all useless. Having relationships with suppliers and SMEs allowed us to leverage key people and get them engaged - they were ultimately essential to getting things running again.