I must meet atleast 3–4 people in a week who want to talk to me about how to figure out their next gig. For some reason, they think I know something they don’t (unlikely given how long it takes me to make calls on what I should do next). But one trend seems to stand out. A lot of people have a tendency to optimize for measurable metrics (Comp, Title) over more subtle ones (Potential, Scope, People).
Now I understand that in an asymmetrical information setup, using measurable metrics is easier than those that are more subtle. But this is your next big career move. You have to put in the effort to do the diligence to collect deeper insights on the job. Meet people who have worked in the company, talk to your network about your potential manager and his/her abilities, read up on the company’s financials/growth patterns, understand the sector deeply.
So here is my personal list of what I think matters when picking your next gig. It is by no means comprehensive. Nor am I implying that compensation and Title do not matter. Just that you should focus on optimizing measurable metrics only after you are convinced the subtle ones are on the money. And you should almost never make a call based purely on Comp and Title. So here is how I evaluate a new opportunity:
Potential — Of the company, the sector, the TAM, anything that gives you a sense of how relevant this gig is, and how relevant the problem they are trying to solve is
Scope — Of your role. What part do you play in the scheme of things? Will you be a key part of the team that enables the company’s mission? And no, this has nothing to do with title. I just hired an APM who will be one of the key leaders in the company in terms of transforming its culture
People — Jury is out if this should be the most important metric or one of the more important ones. Rest assured, one of the biggest decision making criteria should be who your manager is. And also what your peers are like. A bad manager will successfully destroy your career regardless of all other factors being awesome. And a strong team is a good indicator of your chances of growing and learning in your new role
Comp — Not for a second am I saying that is compensation is not important. Just that in the long run, it almost always works itself out if you find stellar Potential, great scope and amazing manager/team. So if the first three are amazing, usually compensation is going to work. If not immediately, then over time.
Title — Again, its important in terms of your sense of your place in the scheme of things and potentially as a signal to the larger market. But beyond that, it is the one thing you optimize last after you are absolutely clear the other factors work very well.
If your choice is between becoming a VP at a chaotic company with potentially bad manager/unclear scope versus a senior manager at a high growth company with a great manager you can learn from, choose the latter. Everytime. Bet long, and bet wisely.
I did that when I stayed on at Google to work under leaders like , , and it repaid me in my career over and over again.
história requentada para se fazer de nova...
Brasil dos esquecidos
"Uma década depois, a presidente Dilma Rousseff repete a receita utilizada pelo seu antecessor e padrinho político um mês após o estopim da crise do mensalão. Como resposta para as milhares de pessoas que foram às ruas protestar no domingo, Dilma lançou nesta quarta-feira, em Brasília, um pacote de medidas anticorrupção."
- UFMG - Matemática Computacionalpresent
- CEFETTécnico Eletrônica, 1994 - 1997
Busco sempre de aprender mais, ser mais e viver mais.
Reconheço muitas das minhas fraquezas e procuro sempre vencê-las com a ajuda de Deus.
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