Can a VP change company culture?
A significant turnover in senior management bumped me from VP to Director. I recognize it’s a great opportunity, and the best way to climb a ladder is to skip a few rungs
But feeling overwhelmed with current responsibilities to the point it’s causing work output to be tremendously mediocre & looking for some general input:
Responsibilities include:
- PM for close to 10 portcos
- leading exits on 2-3 in 2023 (no experience)
- source & close deals
- lead fundraising efforts (no experience)
- lead on FT hires/interns (no experience)
Very much a first world problem, but still a problem. Trying to adjust as a leader. Establishing that image internally is even more difficult, given the swift transition from my previous role.
The group is relatively well established group, which is good, but the downside is that the whole leadership team has gotten in the habit of winning/coasting.
Most of the partners think things will work themselves out, & have checked out, while the senior team has seemed to have left the responsibility of worrying to the partners
I’ve forecasted several major problems, of which several have already come to pass. Yet despite several of my predictions being accurate, my input is still not taken seriously since I am seemingly still viewed internally as just a VP
Lots of other issues as well. Sometimes I feel crazy for being the only one who thinks that as a going cruising & reacting is unsustainable. But my track record of accurate predictions has reinforced my beliefs that a lot of what I think is correct, even when no one agrees.
Seems like I need to create a culture change but don’t know how to do this by myself, & my efforts toward bringing new talent on have been shut down (although encouraged to continue to keep spending time on it). I’m the only one in the office at nights and early mornings, & it feels like I’m spinning my wheels with hardly any guidance + a huge loss of institutional knowledge relating to the turnover
Despite all of this turmoil, very excited at the opportunity at a chance to create a meaningful change during a disruption. Seems like it could be a once in a lifetime opportunity. Still can’t figure out how the other junior staff that got promoted hasn’t figured that out too. But, coming here to seek advice how to prioritize my time in a way that creates the most value for the firm while also positioning myself in a way that makes me the most attractive in case things don’t work out, & I need to jump ship in the future
I think you need to seriously slowdown and unwind. Clearly there’s a disconnect between what you think you should do and what people expect you to do. You sound quite stressed out and erratic from this message alone to be honest and you probably ooze nervousness to the partners whether you like it or not. If I were you I’d do nothing different than you used to for 2-3 weeks and see what happens. I’d in parallel draft a realistic (!) plan with what you think your objectives are for the year, how you suggest to accomplish them and the tools you need to do so. Then check with the partner if he agrees.
To be frank, you currently sound like you’re in way too deep wanting to change the firm’s culture etc etc. While it’s well intentioned and shows good drive, remember you’re not the managing partner or country head or even a partner. You’re at serious risk of burn out, stepping on someone’s toes too many times or both
good luck
I'd say maybe you could have some impact here if you were viewed as their star and an equal voice at the table, but if the partners are blowing you off already, I'm going to say no way. I agree with the other poster. Take a few weeks to chill out, you seem anxious from this post. Use the time to put together a short 2023 objective plan and action items (1-2 pages or slides) and explain it to the partner. Sounds like you need another associate or VP, or two, more than you need an intern program or new FT hire (both of those are a lot of work).
If you are the only one in the office early AM and at night... stop doing it. Sounds like that isn't valued. If there are huge problems from that, they can hire another person. But it's not your job to try and run the whole company.
My general thoughts on things to prioritize as you think through your objectives:
It's hard to discern how much of this is just frustration, but from the way you tell it I don't think you can get all of your goals achieved right away, and maybe that means you lateral out in 6 months or a year. You may be a director by title but you are still junior in experience. If you can hire another body or two to help get going-concern items done, that will help. Maybe you plan a broader hiring or fundraising strategy for the future. It's great to be ambitious about your role, but don't go veering out of your lane trying to change the whole culture and way of doing things.
Non beatae deserunt culpa explicabo et maxime. Id aut aperiam nisi quos totam in autem minima. Consectetur aut aperiam qui nihil sint.
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