“"Great leaders create leaders" I saw this first hand at Bluejeans where Santanu made better out of all who worked for him. He truly cares about the people and companies he works for and instills that in everyone around him. Santanu has a great combination of skills that one looks for in engineering leadership – attention to detail and also understanding the people. Santanu hired me at Bluejeans to push forward the mission of improved quality and engineering processes. It was an absolute pleasure learning from him. His coaching and feedback at different stages immensely helped to bring alignment of our vision and strategy. Santanu is an inspiring and thoughtful leader with a great work ethic. I wish Santanu all the very best, he is of tremendous value to any organization he leads.”
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Here's how you can effectively conduct remote performance evaluations.
My 2 cents : 1. Like co-located team members, it is absolutely imperative to set and track goals with remote team members. Documentation is a must. 2. For remote members, it is even more important to have periodic performance conversations. Unlike colocated members, you can’t pass on informal water-cooler feed-forwards to them. 3. For remote conversations regarding performance, make sure video is turned on. This helps to assess body language of the remote member, level of acceptance of the feed-forward etc. 4. Lastly, consciously ensure that the remote member does not feel isolated. If feasible, it may be a good idea to have him/her come onsite once in 3-4 months. This helps in team bonding and collaboration, fostering better performance.
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Here's how you can combat the stigma of temporary and contract work in your career.
I strongly encourage mid-career and senior leadership professionals to take up temporary and contract roles. My 2 cents - 1. They add diversification to your resume. 2. They expand your network. 3. They expand your domain of experience as well. One important aspect of contracting is to understand the client’s problem statement and recommend a viable solution. It throws you into a variety of use cases and challenges you to think out of the box. 4. They improve your ability to recommend, negotiate and influence. Note that in most contracting opportunities, you do not have the weight of a title or a reporting structure to leverage or prior stakeholder relationships to utilise. You will have only your thought leadership to drive the outcome.
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How can you collaborate more effectively to improve your idea development process?
1. Collaborate 360 degrees - include “unlikely” stakeholders. Eg, in defining a product/feature, include customer support early in the loop since they are your customer proxy. 2. Socialise your idea both formally and informally. The most useful feedback often comes from where you least expected. 3. Create a culture where anyone can express one’s opinion freely. Let unfiltered opinions flow in. What you accept and address is yours. 4. Don’t be afraid of “harsh” feedbacks. They are often the perspectives that you missed - your blind spots. 5. Only-ideas have few takers. It is just talk. Create at least a dirty prototype to illustrate and articulate your vision.
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