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Ignore title. Quality of Associates beyond their first 3-6 months is largely about the quality of the VP.

 The above seems to be the attitude of most VPs, but, guess what, that's not how the world works anymore by and large, you can't will that into being true.

Your job is managing junior resources. Part of that job is training and motivating. 

  • Your job is to create a process that works for you by which your Associate can scale in their knowledge and capabilities in a way that is not disruptive to you and is frictionless for them.
  • Your job is also to create systems of instrumentation by which to be able to quickly determine what's working, what's not working, and be able to quickly receive signal to intervene as necessary.
  • Your job is also to create accountability. You need to define expected outputs and you need to be able to keep Associates accountable in whatever way is required even as a person who does not have compensation setting privileges.

If you do all of the above adequately and your Associates suck after 1y, then you suggest to the talent committee that they be fired. If you are unable to do the above correctly, then the issue is on you, because that is part of your job

It is your job to be able to audit whether or not you have properly done the above. If you cannot audit it, you cannot fix it if it is broken. If you cannot fix it if it is broken, your superiors will know and you will (rightfully) be blamed. 

I am usually a very kum-by-ya guy but on this one, I very much err on, responsibility rests with VPs, if you cannot properly create a system for your Associates to be rockstars, it's probably your fault. Most Associates in the proper environment are more than capable; it is up to you to create that environment.

Or, you can be a stick in the mid like the link/video clip above and complain "wah my associates are making mistakes and not motivated boo hoo". 

 

Ignore title. Quality of Associates beyond their first 3-6 months is largely about the quality of the VP.

https://www.youtube.com/embed/77Y6CIyyBcI

https://www.youtube.com/embed/77Y6CIyyBcI

 The above seems to be the attitude of most VPs, but, guess what, that's not how the world works anymore by and large, you can't will that into being true.

Your job is managing junior resources. Part of that job is training and motivating. 

  • Your job is to create a process that works for you by which your Associate can scale in their knowledge and capabilities in a way that is not disruptive to you and is frictionless for them.
  • Your job is also to create systems of instrumentation by which to be able to quickly determine what's working, what's not working, and be able to quickly receive signal to intervene as necessary.
  • Your job is also to create accountability. You need to define expected outputs and you need to be able to keep Associates accountable in whatever way is required even as a person who does not have compensation setting privileges.

If you do all of the above adequately and your Associates suck after 1y, then you suggest to the talent committee that they be fired. If you are unable to do the above correctly, then the issue is on you, because that is part of your job

It is your job to be able to audit whether or not you have properly done the above. If you cannot audit it, you cannot fix it if it is broken. If you cannot fix it if it is broken, your superiors will know and you will (rightfully) be blamed. 

I am usually a very kum-by-ya guy but on this one, I very much err on, responsibility rests with VPs, if you cannot properly create a system for your Associates to be rockstars, it's probably your fault. Most Associates in the proper environment are more than capable; it is up to you to create that environment.

Or, you can be a stick in the mid like the link/video clip above and complain "wah my associates are making mistakes and not motivated boo hoo". 

Most ppl are definitely not capable of being "rockstars" lmfao

 

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