Mid of internship
MD assigned a task, with supervision from VP. MD said it was urgent, so I finished within half a day, sent VP. VP said he was busy and didn't take a look at my work... so I had to send out (with little edition) again but cced MD, now VP responded...
But things were moving back and forth between me and VP, I finished usually within one hour and sent back VP, he would take a day to review (and not finish the entire task, only half of it)....
And he said he would tell MD so it was fine....so I thought ...alright...since VP is not in a rush why should I push him?
Till a week later, I was called into MD's room, with VP there as well. MD questioned why it took so long to finish a simple task especially the deadline already passed...and why the work so crappy after edition....
I couldn't say anything, it was delayed because VP dragged it on his side... and half of the mistakes MD pointed out were actually editted by VP (It was translation, so could be highly subjective, but ultimately it's MD who is always right...)
What should I do? I am now like a dumb, sloppy intern who took a week to finish a simple task.... how should I save myself for this (don't tell me to report to MD it's VP who delayed it, they are close) I probably won't staffed under that MD's team anymore, which is the only team having live deals....sucks....
and how should I prevent this from the future? Especially I will be doing my SA next year, need to learn my lesson and minimize mistakes next summer....
Thanks!
IB is a crap-shoot (not sure about spelling). The best thing that you can do is completely move past it, get it out of your head, and rock the remaining months or so. There is always the risk of getting an associate, or VP, or even senior analyst who is just a bit lazier than the rest of the team, or has a tendency to occasionally lose sight of things (to put it mildly) - you just have to roll with it. As a SA the best thing that you can do hold down (do a really good job with) any tasks that you are given. Nail your tasks, get them to the people that you are supposed to get them to, and that's that. I know that it's not profound advice by any means, but it's the way it is. You are bottom of the pole and are in no position to start pointing out the flaws of someone else - usually if it is a more senior guys fault, he will just say that he held it up because of X that came up or something - but sometimes, they don't. You just need to take it, apologize for the confusion or some such thing, and rock the next tasks. In general, something like this will be overlooked quickly as long as you bounce back, and don't dwell on it/bitch about it. It is what it is - make the most of it.
IBanker www.BankonBanking.com [email protected] Articles, News, Advice and More Break Into Investment Banking
I hope to god you are not working in at a bank where you're writing anything in English. I'm assuming you're in a foreign country and just posting on here for advice.
There's really nothing you can do. You can't blame it on the VP. As other people have often said on here, your #1 priority is making your analyst look good to associates, making your associate look good to VPs making your VPs look good to MDs, and making your MDs look good to clients. If you're lucky you'll get a senior that does just the same for you (this really goes a long way).
Get FT analysts and associates on your side - they have a lot of sway because they'll interact with you more.
And if you have sufficient documentation of your correspondance with the VP, I'd absolutely blame it on him.
Odds are, most people have forgotten about this already, or soon will. You have to be very careful if you are going to go "blaming things" on a VP, or anyone for that matter. Quick story: One of my friends working at a BB as a 1st year (not an SA), was constantly being given crap by his VP. The VP blamed a few things on him for a particular project and he got pissed - he went to the staffer and said that the VP was blaming things on him that weren't his fault, he didn't want to be staffed with that VP anymore because it was borderline harrasment (the VP actually tossed an insult or 2 his way once or two - I'm toning it down, as I don't know exactly how often or how bad it was as it didn't happen to me). Not a big request, right - the response: tough shit, if he needs something and you're free, you'll work with him, don't like it, too bad - he's a VP, brings in business, etc, you are an analyst. It is a painful reality for many of us to accept, but we are replacable, and quite easily in this market. You are a SA - tough it out, move past it, network within the group, put out quality work and make the most of the opp. Just my opinion though, I'm sure others would be more confrontational, but, for 1 project, as a SA, it doesn't seem like it's worth it.
IBanker www.BankonBanking.com [email protected] Articles, News, Advice and More Break Into Investment Banking
Also... I think this is partly your fault. You're an intern, he's a VP. He's got FAR more going on and FAR more responsibility than you. Rather than assume its no longer a priority, you should have taken the initiative to remind him of it and remind him that its still outstanding and ask if its still something that is a priority. Thats part of making sure you VP doesn't look bad. Also, if thats how you had addressed it and it had come up with the MD, the VP was probably less likely to throw you under the bus, and even if he had to save his own ass, he would have been more cognizant of it(an 'I owe you one' kind of thing). Maybe he would have put in a good word for you on another project.
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