VP at Inflection Point
I've been lurking on the board for a number of years and wanted to see if anyone is/was at a similar inflection point where I am as a 2nd year VP.
I recently received feedback that overall I am doing a nice job with execution, client/buyer interactions, developing junior resources, etc., but was told that I need to improve on content creation/drafting skills. At this point, it is not something that is a fatal weakness of mine, but it was communicated that it could be if there isn't improvement over the next year or so.
In general, I'm not in love with banking (not sure anyone is), and I do feel like I am starting to get to an inflection point where if I don't improve, then I won't get promoted to Director. I'm certainly going to make a concerted effort to improve in this area, but in the worst case scenario whereI don't improve, it has me thinking about whether I should look elsewhere for other opportunities now or am I worse off staying in banking another year and a half or so, and looking elswhere then.
Not sure if anyone has been in this type of situation - any other perspectives would be helfpu!
Read a lot more about the sector you cover.
Read decks that other teams around you are making, even if tangentially related to what you're working on (i.e., driven by a product team with little input from you).
Read decks surrounding your sector, e.g., from consultants, lawyers, etc.
As you do that, you'll start to connect the dots, see things big picture, and bring that context into your own client work. That'll help you when you stare at a white page and need to make pages.
Also whenever you make a deck, think first about the story/flow. The first thing you do is open up word, not powerpoint, and outline the book and what you want to show or what themes/ideas you want to convey. Then flesh it out.
I would read it a lot more cynically. If they gave me this feedback I would think they’re covering their ass and there isn’t enough room at the director level. This ethereal bullshit doesn’t fly with me
YER FUKED
Second the comments from our Associate in M&A on developing your story telling and narrative skills.
However - let's be clear. VP --> D is about your ability to be a future originator. It's about showing commercial acumen.
My advice would be to partner with some MDs on business development and prove you can be an asset on this front. Deck building isn't going to stop your promote.
As for your exits. I think VP is a no-man's land. Director you can make a nice move to Corp Dev as a VP Corporate or Head of (for smaller firms) if required. VP is already a bit advanced for a PE move unless you've got connections.
The biggest issue to me here is that this is feedback I'd expect at the path from associate to VP rather than VP to Director.
There is a big transition from execution (analyst to VP) to origination (VP-MD) responsibilities and your slide output really isn't the biggest driver in that jump. I would be a lot more focused on your (verbal) presentation skills, ability to leverage your industry network, building deeper rapport with your clients and navigating your internal political machine.
I'm afraid if you're taking your cues based on feedback on your slide generation, you're not having the kind of conversations I'd expect you to have to be moving forward towards an origination role. You may not want to move toward D/MD path and there is always scope to stay around in execution focused role for longer but you probably need to take a more proactive role in your advancement if you don't want your boss to take the decision for you (with perhaps an unwanted outcome).
For outlining slides, I've found chatgpt to be pretty helpful. Even if you end up changing up the outline, it provides a good structure/template. You could even tell it the existing template and ask chatgpt for incremental slides that would drive home any particular points you are trying to make with the slides (unless of course, the MD's just want more slides with no actual point, which in my experience also happens).
Is it just me or is this ultra unusual feedback for a VP looking to move up? Your ability to make Director is determined by your slide design abilities??? What? That's how you get promoted to Associate. At Director level is the point at which I feel like it's finally okay to get out of the Excel/Powerpoint weeds and slowly turn into a technology inept boomer. Curious of context.
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