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MenuHow to land an executive position in tech?
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Tip: You'll likely generate far more income, spread across far more clients, working freelance.
I've been working as a Fractional CTO for decades.
If 1x client drops out, there's another 10x on my waiting list.
Or, if I require a cashflow boost, I just take on a few additional clients.
Working for 1x client you're looking at a 6 figure income.
Working for 100x clients, you can easily hit 7+ figures.
Tip: Book calls with Clarity folks you have affinity with (their answers make sense). Provide them details of your experience. Ask them how they'd tool their offerings to produce whatever target income (monthly net) for a given amount of time (hours/week) worked.
Good to see that you got wonderful exposure and hands on experience in tech space.
Hope you got a reasonably done resume. If you have sufficient supporting documents, good presence in professional networks, and reasonably updated about opportunities around, you could land up on your next big opportunity in a matter of three weeks.
I would not recommend to park 6 months for preparation as the economy is not that good.
So if you are ready, begin today with a plan in place.
1. Your objective is clear and established a target job
2. Load your resume in a couple of tech job portals, angel, LinkedIn etc.
3. Collaborate regularly in LinkedIn and stackoverflow kind of forums
4. Set targets every day - like find and apply for 20 opportunities, follow up with recruiters, talk to consultants, startup investors etc.
5. Monitor what is happening, evaluate progress and see what is the end result
6. Find some quality time and attend short online courses to refresh yourself. Do not forget to promote your certificates via professional forums.
Good Luck
Any executive position be it big or small starts with you be it in whatever industry you are in. A person’s “executive skills” are those brain-based skills required to execute tasks – that is, getting organized, planning, initiating work, staying on task, controlling impulses, regulating emotions, and being adaptable and resilient. These skills primarily reside in the prefrontal cortex, that part of the brain that helps you manage complex problems, goals, and self-control. We are all born with executive skills; but they take about twenty years to fully develop. After all, if it takes twenty years for the executive skills to mature, perhaps we should be spending some of that money on exercise, diet, education, and ways to counteract the negative effects of technology on our brains. Strong executive skills are critical in today’s digital age of speed because life is getting more and more complicated with increasing numbers of choices and decisions to make and less time in which to make them.
Although there are similarities between the management functions that we teach and executive brain skills, the executive skills, relate to brain skills acquired through normal development. They are in the prefrontal cortex and are the last areas of the brain to develop in late adolescence or early adulthood. The frontal lobes themselves, thought to be the main areas where the executive skills reside, require 18 to 20 years to develop.
Twelve executive skills are required for success in any industry be it tech or non-tech. These are:
1. Response inhibition: the ability to think before you act.
2. Working memory: the ability to hold information in memory while performing complex tasks.
3. Emotional control: the ability to manage emotions to achieve goals.
4. Sustained attention: the capacity to focus on a task despite fatigue or boredom.
5. Task initiation: the ability to begin tasks without undo procrastination.
6. Planning/prioritization: the capacity to develop a road map to arrive at a predetermined goal.
7. Organization: the ability to arrange according to a system.
8. Time management: the ability to estimate and allocate time effectively.
9. Goal-directed persistence: the ability to have a goal and follow through until its completion.
10. Flexibility: the ability to revise plans in the face of obstacles and setbacks.
11. Metacognition: the ability to observe yourself in a situation and make changes so you’re better able to solve problems.
12. Stress tolerance: the ability to thrive in stressful situations.
To strengthen this and any other executive skill, you must buy into the fact that you are not your brain. You can control these impulses and rewire your brain with sufficient effort. For example, do not go shopping on an empty stomach, do not have email open when you are working on a project, and don’t have your cell phone turned on when you’re in a meeting. In the same way, you should not face an uncovered window when you are working on an important project or have personal photos and memorabilia on your desk that could encourage distractions. If your workstation is not conducive to concentration, try changing the location by having work sessions at a local coffee shop or spare boardroom. Other things you can do are: work for shorter periods of time, structure your day by scheduling appointments with yourself to get specific things done, have specific times to check e-mail and text messages, and work with your natural body rhythms of high and low energy.
Therefore, my advice to you is research the tech industry you are interested in thoroughly, leave no stone unturned, Once you have done that enlist essential executive skills you will need in that industry. Sharpen them and you are ready to go!
Besides if you do have any questions contact me: https://clarity.fm/joy-brotonath
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How do build a empowered and motivated engineering team?
I am assuming your question is more pertaining to empowering and motivating (rather than hiring). I can outline some of the practices I have seen really result in high motivation and sense of ownership among engineering teams: * Empathize - Your engineering team will work well and be more motivated if they see you as one of them rather than a person who doesn't understand their function. Show your geeky side to them, and show that you understand their thought process and drivers. * Pick their brain on big and small decisions (roadmap, usability, whatever it is) - Product teams value being heard. The more you position yourself as someone who is WANTS to listen, is keen to have their inputs, you will be surprised at how involved they can get, and also how you can actually tap into a lot of smart ideas/thoughts from them that you can develop on. * Take care to explain - show how you arrive at decisions. Share your research, competitive analysis, and even your thought process on arriving at a feature set or list of things for a release. Its stuff you would have worked on anyway - so no harm sharing with more eyes! * Share customer feedback - nothing motivates your engineers than a positive interaction with a customer. Get them to see customer feedback. Have them sit in and observe some of the usability studies. (B2B - have them see you do some demos or do a successful sales pitch) * Send out interesting articles, insights, business and tech articles with your comments/highlights to them on a regular basis (maybe twice a week?) - maybe even some analysis you did on competition or customer feedback * Engineers like working with people they feel are competent and complement the work they are doing to build a great product. So make sure they see how everyone else around them is also doing a good job and adding value and contributing to the success of the product. * Be transparent about the product/business - Make them feel they are responsible and involved in the business, not just technology. I've seen engineering teams happy about their annual goals having components relating to making revenues, keeping customers happy, or reducing costs. If they are enthused about the business as a whole, they will be more motivated with their engineering efforts * Have a mix of little experiments, R&D, attending to engineering debt, in addition to bug fixes and new features that each engineer gets to spend some time on (based on their interest) * Finally get to know each of your engineers personally, and be aware of what their priorities are. Each of us has different motivations in life, so there is no silver bullet to motivate people. When they know you care for them, they are more motivated :).SG
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What advice would you give me when I take over a new department with a weak team?
For the first 90 days, listen and plan - but don't do anything. You need to understand why they are under performing and 9/10 it's because the previous Manager was just not a good Manager, could not recognize people's strength's, had them in the wrong roles, tried to do their jobs etc etc Read "First break all the Rules" - get to know your team, get to understand their strengths, get people in the right roles (plan a change if reqd) and then your focus after that is break down the barriers that stop your team being successful and get out of their way. “Now, discover your strengths!” that Swier suggests is also a marvellous book\resource to help you in this task. You are in a very fortunate position - there is nothing more rewarding than turning this situation around and there is only one way to go.... up... and that will get you noticed. It is much harder to take over a high performing team and either keep that going or further improve on it, as it's very unlikely you'll get the chance to really meet the previous Manager and understand why they had success and that team's loyalty will be with the previous Manager - this team will be looking for someone to lead, guide them and help them be successful as no-one goes to work wanting to under perform. Show and help them to achieve that and they will do and achieve remarkable things and you will be so proud of them as you watch them develop, achieve, grow in confidence and keep going. So, give thanks for having landed such a great career opportunity and go enjoy it.MH
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How can I manage my developers' performance if I don't understand IT?
Whenever you assign them a task, break down the task into small chunks. Make the chunks as small as you can (within reason, and to the extent that your knowledge allows), and tell your devs that if any chunks seem large, that they should further break those chunks down into bite size pieces. For instance, for the overall task of making a new webpage, _you_ might break it down as follows: 1) Set up a database 2) Make a form that takes user email, name, and phone number and adds them to database 3) Have our site send an email to everyone above the age of 50 each week When your devs take a look at it, _they_ might further break down the third step into: A) Set up an email service B) Connect it to the client database C) Figure out how to query the database for certain users D) Have it send emails to users over 50 You can keep using Asana, or you could use something like Trello which might make more sense for a small company, and might be easier to understand and track by yourself. In Trello you'd set up 4 columns titled, "To Do", "Doing", "Ready for Review", "Approved" (or combine the last two into "Done") You might want to tell them to only have tasks in the "Doing" column if they/re actually sitting at their desk working on it. For instance: not to leave a task in "Doing" overnight after work. That way you can actually see what they're working on and how long it takes, but that might be overly micro-manager-y At the end of each day / week when you review the tasks completed, look for ones that took a longer time than average (since, on average, all the tasks should be broken down into sub-tasks of approximately the same difficulty). Ask them about those tasks and why they took longer to do. It may be because they neglected to further break it down into chunks as you had asked (in which case you ask them to do that next time), or it may be that some unexpected snag came up, or it may be a hard task that can't be further broken down. In any case, listen to their explanation and you should be able to tell if it sounds reasonable, and if it sounds fishy, google the problem they say they encountered. You'll be able to get a better feel of their work ethic and honesty by how they answer the question, without worrying as much about what their actual words are. Make sure that when you ask for more details about why a task took longer, you don't do it in a probing way. Make sure they understand that you're doing it for your own learning and to help predict and properly plan future timelines.LV
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