What circumstances prompted us to be here today? Or for you to start looking for another job?
Main reason was personal stuff leading to burnout, but component for me around unclear expectations for the role and what it meant to be successful. Not getting feedback. Joining a team that was notoriously not super organized. Felt murmurings of my performance that weren’t communicated to me. But hurt my confidence in leadership communicating what success means, hurt my own confidence. When a company scales from 50 people, deep connection, so intrinsic motivation but at this point feel the growing pains.
Jane Smith (Product Manager) - Main reason was personal stuff leading to burnout, but component for me around unclear expectations for the role and what it meant to be successful. Not getting feedback. Joining a team that was notoriously not super organized. Felt murmurings of my performance that weren’t communicated to me. But hurt my confidence in leadership communicating what success means, hurt my own confidence. When a company scales from 50 people, deep connection, so intrinsic motivation but at this point feel the growing pains.
Under what circumstances, if any, would you consider returning to the company? OR What could have been done for you to remain here?
To return it’d have to be the right role fit. If something available in the future, would return. Clear expectations, regular feedback, what it means to be successful.
Jane Smith (Product Manager) - To return it’d have to be the right role fit. If something available in the future, would return. Clear expectations, regular feedback, what it means to be successful.
Do you think management adequately recognized employee contributions? If not, how do you think recognition could be improved?
Yeah I think so. We nailed positive feedback, but needs to be balanced, especially when the person knows need to get constructive.
Jane Smith (Product Manager) - Yeah I think so. We nailed positive feedback, but needs to be balanced, especially when the person knows need to get constructive.
Did you receive constructive feedback to improve your performance as well? What can we improve about the process of delivering feedback?
The biggest thing for improving feedback is laying out role expectations or being explicit they are vague. But if there are things that are expected, that’s the biggest thing for me. Makes it easier to give constructive feedback if have expectations. Not sure Ankur knew what he was holding me against, what expectations. Also being told I was the only junior person in the role, so couldn’t look to the others as peers. Being told I’m taking up a senior seat.
Jane Smith (Product Manager) - The biggest thing for improving feedback is laying out role expectations or being explicit they are vague. But if there are things that are expected, that’s the biggest thing for me. Makes it easier to give constructive feedback if have expectations. Not sure Ankur knew what he was holding me against, what expectations. Also being told I was the only junior person in the role, so couldn’t look to the others as peers. Being told I’m taking up a senior seat.
Did you have clear goals and objectives?
Yeah, the way that we plan I set out projects. I was deciding what they were. Towards the end I fell back to things that would help me set better boundaries. Did a lot of team operations - help route requests, build docs to support the team. Fell back to things that I felt like could be wins b/c didn’t feel like I was having wins in my role. But felt bad volunteering for clerical piece b/c didn’t feel like I was getting wins, but then seeing others to be successful. Wish I was redirected from this so I could have tried to have more wins. What’s tough w/ the performance piece, even w/ 5 weeks off, hit most of OKRs except ones put on w/ exploration. Set OKRs but felt like another set of expectations that weren’t communicated.
Jane Smith (Product Manager) - Yeah, the way that we plan I set out projects. I was deciding what they were. Towards the end I fell back to things that would help me set better boundaries. Did a lot of team operations - help route requests, build docs to support the team. Fell back to things that I felt like could be wins b/c didn’t feel like I was having wins in my role. But felt bad volunteering for clerical piece b/c didn’t feel like I was getting wins, but then seeing others to be successful. Wish I was redirected from this so I could have tried to have more wins. What’s tough w/ the performance piece, even w/ 5 weeks off, hit most of OKRs except ones put on w/ exploration. Set OKRs but felt like another set of expectations that weren’t communicated.
Do you feel your job description changed since you were hired, and if so, in what ways?
Since I joined, each of roles in I was laying the tracks while driving the train. Then in new space to decide what roles to bring on team. I think I performed well for first couple years. I then joined data team w/ expectations that weren’t clearly communicated. Have to manage stakeholder relationships, which I kind of did on support, but w/ data, navigating diff types of agreements and had to do that part well.
Jane Smith (Product Manager) - Since I joined, each of roles in I was laying the tracks while driving the train. Then in new space to decide what roles to bring on team. I think I performed well for first couple years. I then joined data team w/ expectations that weren’t clearly communicated. Have to manage stakeholder relationships, which I kind of did on support, but w/ data, navigating diff types of agreements and had to do that part well.
Did you feel that the work you were doing aligned with your personal goals and interests?
Yeah, a lot of it was. I really really enjoyed a lot of the data work and analyses. The only part that was really hard for me was the stakeholder relationships. In a customer support role say yes to customers. W/ internal stakeholders have to say no and set boundaries. That was a lot harder to feel engaged w/ it. Confidence kept getting hit. Not able to be successful.
Jane Smith (Product Manager) - Yeah, a lot of it was. I really really enjoyed a lot of the data work and analyses. The only part that was really hard for me was the stakeholder relationships. In a customer support role say yes to customers. W/ internal stakeholders have to say no and set boundaries. That was a lot harder to feel engaged w/ it. Confidence kept getting hit. Not able to be successful.
Did you feel you had the tools, resources and working conditions to be successful in your role? If not, which areas could be improved and how?
Team was supportive, had a lot of tools and resources. Some of it chaotic w/ tools and resources. Didn’t know where to go or send people or set boundaries. Ankur was good at walking through tools and through challenges at me to help me learn. But didn’t feel supported on how to set up relationships and partnerships - Megaphone was chaotic and I was switching projects every quarter. I was constantly switching to something new. Demand marketing, then all megaphone, then SEO. Got whiplash kind of. Acknowledging that part of the role is to be able to navigate the ambiguity. Trying to switch so many times.
Jane Smith (Product Manager) - Team was supportive, had a lot of tools and resources. Some of it chaotic w/ tools and resources. Didn’t know where to go or send people or set boundaries. Ankur was good at walking through tools and through challenges at me to help me learn. But didn’t feel supported on how to set up relationships and partnerships - Megaphone was chaotic and I was switching projects every quarter. I was constantly switching to something new. Demand marketing, then all megaphone, then SEO. Got whiplash kind of. Acknowledging that part of the role is to be able to navigate the ambiguity. Trying to switch so many times.
Do you feel you had the necessary training to be successful in your role? If not, how could it have been better?
That’s a tough one, can’t put on the company. It was taking chance on me. Any role in data, data science is a big field, so as far as anything company could have done better... biggest thing helpful for me, guidelines on how to build relationships, how to establish ownership of different parts of the work. At a big rock level, can be confusing. Eng might be building dashboards, but needed training to navigate those relationships. Maybe if in role long enough, comes easy. But think there’s some nuances here. What part of work do you own.
Jane Smith (Product Manager) - That’s a tough one, can’t put on the company. It was taking chance on me. Any role in data, data science is a big field, so as far as anything company could have done better... biggest thing helpful for me, guidelines on how to build relationships, how to establish ownership of different parts of the work. At a big rock level, can be confusing. Eng might be building dashboards, but needed training to navigate those relationships. Maybe if in role long enough, comes easy. But think there’s some nuances here. What part of work do you own.
How can our company improve training and development programs? (leave very open ended)
See above
Jane Smith (Product Manager) - See above
What was the best part of your job here?
The people. I think the company has a high bar for hiring, and that’s the hardest part to leave. Everyone is super creative, and unique, and passionate. A lot of good people.
Jane Smith (Product Manager) - The people. I think the company has a high bar for hiring, and that’s the hardest part to leave. Everyone is super creative, and unique, and passionate. A lot of good people.
If you could change anything about your job, what would you change?
Clear role expectations, more feedback (manager training). Maybe this is a me thing, but have heard from others too, communication system feels chaotic - slack is hard to stay up to date on.
Jane Smith (Product Manager) - Clear role expectations, more feedback (manager training). Maybe this is a me thing, but have heard from others too, communication system feels chaotic - slack is hard to stay up to date on.
What are three things you'd change about the company?
Mentioned, but role stages and expectations. Communication strategy - meaning our comms structure generally can be chaotic, and create inclusive spaces for people (not overwhelming new folks too much).
Jane Smith (Product Manager) - Mentioned, but role stages and expectations. Communication strategy - meaning our comms structure generally can be chaotic, and create inclusive spaces for people (not overwhelming new folks too much).
How would you describe the culture of our company?
See answer to 11 and There is some encouragement to explore and get curious and live right over familiar. We’re good at breaking molds w/ DEI stuff, evaluating if things aren’t working, etc. The flexibility to be curious to dig into different things can be very motivating.
Jane Smith (Product Manager) - See answer to 11 and There is some encouragement to explore and get curious and live right over familiar. We’re good at breaking molds w/ DEI stuff, evaluating if things aren’t working, etc. The flexibility to be curious to dig into different things can be very motivating.
Do you have any suggestions for improving employee morale or engagement?
At that point where we’ve tipped into scaling. Used to be small super connected team to now not know everyone. For BizPlat, sort of felt expected to keep same level of expectation, which feels in authentic. Keep smaller and it will be better - larger events feel like forced fun. We’ve leaned away from this a bit like “Dory, Molly, etc” but as we scale that can be exclusive - megaphone does “garden parties” (don’t know what that means). And then clear expectations for success. Continuing to encourage good work life balance- esp when folks are responding to emails at all hours.
Jane Smith (Product Manager) - At that point where we’ve tipped into scaling. Used to be small super connected team to now not know everyone. For BizPlat, sort of felt expected to keep same level of expectation, which feels in authentic. Keep smaller and it will be better - larger events feel like forced fun. We’ve leaned away from this a bit like “Dory, Molly, etc” but as we scale that can be exclusive - megaphone does “garden parties” (don’t know what that means). And then clear expectations for success. Continuing to encourage good work life balance- esp when folks are responding to emails at all hours.
Do you have any concerns about the company or management that you’d like to share?
No, don’t think so. The thing that was hard was moving from manager to IC, knowing that we were told to make sure to focus on positive feedback, but I know it needs to be balanced w/ constructive. There is a secretive space in a way.
Jane Smith (Product Manager) - No, don’t think so. The thing that was hard was moving from manager to IC, knowing that we were told to make sure to focus on positive feedback, but I know it needs to be balanced w/ constructive. There is a secretive space in a way.
Did you share your concerns with anyone at the company prior to leaving?
Yes, I shared a lot of the feedback.
Jane Smith (Product Manager) - Yes, I shared a lot of the feedback.
What skills do you think we should look for in the person we hire to take on a similar role?
[off the record] - Alex is really tough. In what used to be my favorite meeting he’ll dominate the conversation for 30min. Even John looks dead inside, I can tell he’s just saying “I’m so over this.” Worried he’s going to ruin the culture / experience for a lot of others. Quickly.
Jane Smith (Product Manager) - [off the record] - Alex is really tough. In what used to be my favorite meeting he’ll dominate the conversation for 30min. Even John looks dead inside, I can tell he’s just saying “I’m so over this.” Worried he’s going to ruin the culture / experience for a lot of others. Quickly.
Is there anything else you’d like to add?
Jane Smith (Product Manager) -