Trending Content
Career Resources
WSO Free Modeling Series - Now Open Through
April 30, 2024
9 Free Financial Modeling Lessons
Get instant access to lessons taught by experienced private equity pros and bulge bracket investment bankers including financial statement modeling, DCF, M&A, LBO, Comps and Excel Modeling.
+Bonus: Get 27 financial modeling templates in swipe file
+Bonus: Get 27 financial modeling templates in swipe file
Hi UCLA2k13, whoops, looks like nobody chimed in here.... maybe one of these discussions below is relevant:
More suggestions...
Hope that helps.
In training people, you want to create disciples or peers, not rivals.
After a couple of weeks of helping a person out, you make a judgment whether the helpee will be loyal to you, have your back and not try to upstage you with superiors. Your brown noser seems to have failed that test in your eyes. Stop helping him to the extent possible. Try not to get in a situation where the person you've been helping so conscientiously beats you to a promotion or replaces you when you get fired. I learned this the hard way unfortunately.
I always seem to get the most challenging people to train.
Also, wtf is up with people not taking notes when you (the superior) tell them to take notes. Are they retarded? Its like younger people don't realize that you telling them to take notes is a nudge nudge that don't waste my time and bring this up again as we already covered it in the time that I took out of my day to teach you, thereby making my day longer.
If you don't understand something and need clarification, I'm here to help. But, bringing up things covered extensively up all over again from square one is like some loco loco stuff to me.
I've noticed this a lot as well. Not making excuses for them but one thing I've realized is that especially for people fresh out of school, I think there's a mental adjustment that needs to occur with respect to how you learn. For example, in college it's possible to just go to the class and listen to the lecture, then go back and cherry-pick what you need to study out of the books/materials since it's more theoretical/academic. When you start working, though, 90% of what you learn at first is process-oriented, which you have to memorize/understand step-by-step, and therefore a lot more people need to take notes live or else they don't remember everything/mis-remember some things. You can't do it in every instance but when I used to have to train a ton of people for the same things over and over, I started just making 'manuals' in word that I'd drop on their desk and have them review it. Then after they did it I'd have them watch me do it once or twice and take notes if they still needed to, then I'd have them try it on their own. This saved me a lot of time. It sucks when the tasks are non-standard though and you can't get away with this.....
you just gave me nightmares and flashbacks of when I was in operations. for front office/capital market roles, you actually have to know about finance, analysis to do the work, and manuals alone would be difficult. So I'm curious what type of work you were writing manuals for, because thats literally what we did in Ops, it was all process oriented. A 10th grade if they studied a manual on how to complete a funding process or post trade operations could do the work with proper training.
It definitely wasn't fun but again, it was better in my view than explaining the same thing over and over again. It was actually for the due diligence process for real estate when we would get ready to take a deal to market on behalf of a client. The process was fairly standardized. There are obviously nuances from deal to deal, but at least this was a starting point.
This sounds more like jealousy, than a situation about how to train someone. The MDs and the VPs are not two completely separate circles that never intertwine, commingle, or come into each others orbits. MDs get feedback from VPs all the time, especially on who the good associates are. Think of VPs as the "right hand man" to the MD. Most of the MD's I've met are really removed from internal promotions unless someone is strongly unfit for the role, or they have a disdain for the individual. Most of the time MDs trust the VPs to recommend someone who's been kicking ass because they work with the associates on a daily basis and know them best.
Rather than loosening the bolts on this Trainees office chair. I would do the best you can to turn him into an asset. Show management you can do a good job, and don't hesitate to remind them when the time comes. Start making your own trips to the MDs office to create an "about face" too.
What you don't want to do is play games.
Don't go above and beyond to help your competition. Do the minimum
Architecto quam aut vero explicabo. Aut architecto accusantium ut autem repellendus veritatis fuga. Minima eum recusandae voluptate ut. Quos soluta quidem sed eaque est cupiditate. Qui officiis adipisci inventore et officiis.
Doloremque qui error quia nesciunt dignissimos. Laudantium a assumenda hic nemo temporibus. Facere quia voluptas dolorum eaque amet omnis quia laudantium.
Magnam quis laboriosam aperiam amet ipsam. Laudantium fugit occaecati sunt. Ut accusantium nam velit et rem ut. Fuga eos sit laboriosam voluptates numquam fugiat vero praesentium. Qui enim rerum odio inventore consectetur rerum. Iusto praesentium a pariatur ut.
Perspiciatis blanditiis distinctio rerum optio nobis eos iure. Quia nulla maiores sit qui. Autem aut quia quo est aliquid. Sunt blanditiis incidunt corporis sapiente sunt est. Nihil voluptas quibusdam ut a vel est nihil.
See All Comments - 100% Free
WSO depends on everyone being able to pitch in when they know something. Unlock with your email and get bonus: 6 financial modeling lessons free ($199 value)
or Unlock with your social account...