In just a couple of weeks I will start work at a BB in their PWM division as a VP. As a part of that role I will be interfacing with many analysts and associates. I am really excited about this opportunity and what it means for my career as a whole.
One thing that I remember from my days in Big 4 was how most managers, senior managers, and partners seemed to go about their business without an iota of care for those of us toiling at the short end of the pay scale.
I'd like to do better than my previous experience in my new role. Give me some dos and don'ts for my new role. They can be generic or specific to PWM. Tell me some horror stories or some really great things you have experienced. At this point I am unblemished...help me stay that way!
I want your help to make me the VP all the analysts and associates want to work with.
praise in public, criticize in private, can't tell you how important this is
encourage an open office mentality (my door is always open), you want your EEs to feel they can come to you with anything. most of the time, they may just need to vent, you should just shut up and listen. one of the biggest problems managers have is they only want to solve the problem, not understand it. if you strive to truly listen, you may discover that a problem about X is actually something deeper.
you can't manage what you can't measure: ensure that whatever goals your associates/analysts have can be measured somehow, and track these for your reviews. congratulate where they're exceeded, offer to help if someone's falling behind (but don't criticize).
if your group is really close, have a retreat. something away from the office, either in a nearby town, vacation home, somewhere away from clients, spouses, etc., and do the classic awkward teambuilding exercises. have an agenda and really just go into it wanting to generate ideas. you don't need to have action plans, just ideas. the benefit is in that environment your subordinates will feel more equal and will likely share ideas more freely.
meet more regularly than your firm's review schedule. this should deal with more personal goals, ask them for advice & feedback, etc, don't just grill them on the measurable data.
read jack welch, dean smith, and john wooden