Finance

Process documentation is quite useful especially for more basic process It is limited as it will only go back a few years.

What are some of the Chat GPT use cases you've seen in the Finance area?

Customer Support, Software

Me too.  Unfortunately, so many sr. leaders who should know better totally misunderstand the approach and many times look upon it as a weakness....

My leadership style is servant leadership. I have been mismanaged in my own career and I learned a lot from those experiences about how I want to manage others. I want to build people’s skills and give them that growth mindset. That was one of the characteristics I looked for when I was recruiting; I wanted people that have both the attitude and aptitude to grow.  I spend a considerable amount of time with team leads, lead engineers, product people and designers, and we talk about how I can help shape their careers and help them achieve their goals for the business. I find that I&#39;m constantly mentoring, but it could be as casual as a Slack message that says, &#34;Have you thought about this kind of thing? Should we talk about it, and maybe collaborate on it?&#34; Then in our one-on-one we can talk about some of the meatier things. I&#39;m always operating in that mentorship mindset, not because I want to tell people what to do, but because I always want to be helpful and provide guidance wherever I can.

Mentoring is a helpful experience that lets younger employees learn from senior staff members.  I spend a reasonable time with my team once in a week to ensure that, we all are on the same page and working towards the right direction align with the business requirements.

In my current role, I have a small, mostly entry level team and spend a lot of time &#34;mentoring&#34;.  More than when I had seasoned middle management team as direct reports, there definitely was mentoring involved on my part, but the focus was completely different, normally including more &#34;soft skills&#34; and &#34;leadership skills&#34;.

I consider it to be one of the most important aspects of my role. I believe that I have a responsibility to help my people with their own careers and development, and have dedicated time in each 1:1 meetings that I have to engage in mentoring discussions. I do that for past employees who are still in touch with me as well.

Mentorship is a huge part of what I do with my employees. I expect that the value that&#39;s going to be created out of our relationship is not just for the benefit of me. They should be growing and developing personally and professionally too. In fact, I hope that their work with me, while not expected to be career-long, positions them for success in future roles. And because of the relationship and development through mentorship, my hope is that they will come back one day and see how we might work together or partner together again.

I don’t track the time that I mentor my team, but I can assure you that at least is in each 1:1 and whenever they approach me to talk about what makes them itch. There is a quote from a character’s movie that I apply ( Nanny McPhee ): When you need me, but do not want me, then I must stay. When you want me, but no longer need me, then I have to go.

At least a couple of hours a weeks and its more about to connection, time and consistency.  One of the best ways to have this keeping weekly 1 on 1&#39;s.

At least an hour each day... the greatest contribution I can make to my team is to help them develop their talents and realize their potential.

20% of my week goes in employee mentoring and coaching to help them succeed and feel empowered.

15% to 20% of my week goes towards this effort. In many instances it is not formal - it is just the level of engagement as a leader in using real-world practical experiences as coaching opportunities. There are situations where the coaching/mentoring is more formal and structured, but this is with individuals outside my organization.

I&#39;m also among those here who wrote that they were mismanaged for too long. I became a leader partially as I could not stand it any longer. So the time really depends on the situation, sometimes more, sometimes less. There are weeks when it is over 50% (or more), if serious issues happen. Then it goes back to 15-20% as a minimum. As others said: I also ensure that servant leadership is how we work and I pay close attention to the teams I work with to sense &#34;disturbance in the force&#34; and ask questions. Sometimes just asking a few questions helps and makes employees feel that they are valued, we don&#39;t have to provide the solution to everything. People will remember how you left them feeling in their jobs, not what the KPIs were. At the same time, I&#39;m also strict when it comes to providing qualified feedback. This goes along with clarity of roles &amp; responsibilities, and expectations. Communicating these clearly are part of the mentoring as well, as these are missing in many organisations still. As the saying goes: the fish always stinks from the head.

Nearly 20% of my time, i dedicate for mentoring and coaching.

I dedícate at least 2 hours per week working my company and another 2 hours with colleagues outside, it’s very intentional given that is an opportunity to learn from these individuals as much as to contribute to their growth.

Mentoring is an integral part of my approach while monitoring our team&#39;s day-to-day activities. I believe that effective mentoring occurs through practical application rather than excessive talking. By actively observing and engaging with the team during their work, I can provide guidance and support in real-time.  So, I set aside only 1-hour at the end of each week to summarize the week&#39;s activities and plan for the following week. This dedicated time allows me to reflect on the overall progress and make informed decisions.  Because I help my team to continuously review accomplishments and set goals, I ensure that our team stays on track and makes effective progress, maximizes our time, and learns more while on duty.

Mentorship and sponsorship are crucial for employee growth and foster continuous learning, professional development, and career advancement. It doesn&#39;t matter what stage of your career you are in, you can always benefit from having mentors and sponsors (and from mentoring and sponsoring others once you develop experience, expertise, and influence).

How much time do you dedicate to mentoring your employees?

Have not moved entirely off prem but am curious to hear others input

Has anyone gone through the process of moving their company from a traditional on-prem directory management solution like MS AD to an Identity Management platform? or gone all the way to be Domainless?  Would love to hear your experiences and do's and do not's.

2023 Q2

Do you think your security org has a “heroism” culture? (in other words are team members expected to exhaust themselves to achieve results?)

Marketing

B2B SaaS companies — How are Customer Success services being monetized at your organization?

IT, Software

Hey <mention id="5f93b0e0d36e1d3e680c0f64" displayname="Mark Thiele"></mention>! I think this question is specifically in relation to Orgs who moved to remote work during the pandemic, but are now reopening offices for employees to return to. Have you heard a different phrase used for these types of plans?

My point was that I’m not planning a “return to office” and many others aren’t as well. The poll didn’t really give an option for “Not”. :)