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i don't agree with any of these definitions. From my experience VPs and directors are so far removed from any actual work that most of their "plans" mean very l
by apwell23 2y ago
i don't agree with any of these definitions. From my experience VPs and directors are so far removed from any actual work that most of their "plans" mean very little.
Things get done not because of their "plans" but despite of them.
In terms of career development. Ppl aren't promoted for their ability to make "plans" or execute them. Ppl are promoted into those promotions for being trustworthy by ppl above them .
To get to that position, you should be
1. be people oriented. Genuinely like ppl around you from your heart ( not fake it) . Take the first step and build genuine love for ppl around you. Your first instinct towards anyone should be trying to make their work lives easier.
This is super hard for nerdy coder types because we have mental depenendcy on being the "smart one", hard to let go of that part of identity.
2. consistenly deliver results and become the person that can be trusted by person that gave you the assignment.
Building trust is the main job when you go work. Its not writing some badass code or being innovating or whatever.
- lstodd 2y agothis is why in my company the only VP is the company cat and the title is hereditary.
- throw12hhfhd 2y agoHaving been in both situations in large organizations, I can say the connection between the plans and the work can be difficult to see sometimes, but the absence of such a plan is much worse in the long run. As the size of groups grow, people don't generally self organize. Great career development advice. This is absolutely the most reliable way to advance in an organization.