Diego Donoso

First, I would carefully understand what kind of boss I have. Not all bosses need the same 1 through 5 items mentioned above. If you have a people developer type boss you have to show different aspects of your readiness and personal growth plan. Probably easier to convince using selectively 1-5 items. If your boss is insecure, micro manager you need to craft a plan to reduce his risks perception, assure his engagement during the project, but also be assertive about your interest in the experience and growth you expect from the project. I was lucky during my career because 80% of my bosses were talent developers. I found myself swimming in untested size pools along my career. They were people risk takers, and trusted people’s potential.

If you did your homework on knowing yourself, your style, and your personality 🤔 .. you have a better chance of understanding the team surrounding you. Understanding how to inspire, align, and drive each member of your team is where the magic happens. 🙌🏽 When each member of the team has a voice, and an opportunity to share his/her ideas, you the leader, can add and guide the team towards a winning outcome. 💥 A muted meeting 🙊or a monologue 🙉 is usually a sign that you are alone intellectually… people will “do” what you tell them, but you might be pointing them toward a cliff and not knowing it. Product management was my favorite role at Dow. Real action, innovation, and value growth one could measure and 😃.

If you are about to launch a product you probably went through many of the proposed tools mentioned above. Being ready to go, means you communicate up and down the chain the priorities and milestones planned. An aligned workforce is the most powerful tool during this exciting time of launching a product. Keep the theme simple and stay consistent throughout the process. Good luck 🍀👍🏼

I was never good at celebrating too much. I wish I would’ve done it more. Our business was too dynamic to lose sight of the constant challenges in the market. The team enjoyed the fast pace, the challenging quarters...

I was always impressed with people that accepted a risky assignment or a position move in a challenged business. The personal growth and learnings from such experiences were far greater than for those that were sailing on calm waters.

Every time I sat down with my leader I had pen and paper in front of me to take notes… and I always took notes. As you go up, feedback becomes more rare and vague, so I always insisted in hearing what were my shortcomings. I remember saying “… let’s take the gloves off, I need straight talk”. I found some leaders prefer to avoid the “opportunity for improvement talk..” I also collected valuable feedback from peers and friends. Also, many people that would come for advice or coaching would not come ready to listen and “take notes “. They felt the networking time was more valuable than really understanding my viewpoint on their performance or development opportunity. It pays off when you eliminate the real gaps in your career path.