- Sai Chiligireddy worked with approximately ten Amazon managers.
- The engineering manager was once struggling with the classification of his performance after working under three managers.
- It is recommended to document achievements and prepare for meetings to build confidence quickly.
This exciting article is based on the conversation with Sai Chiligireddy, an engineering director at the Amazon’s Seattle office. It was released for length and clarity. Business Insider checks the date of its employment.
Amazon was one of my first job outside the college, and it fell in 2017 after a year of work in Juniper networks.
In the past seven years, I have worked with 11 managers – partly due to the fact that my superiors are replacing the difference and companies, but also because I asked to transfer the teams when I stopped seeing growth opportunities or when I realized comments on my performance that was mysterious.
In the first two times, I was worried about how the manager’s frequent change changes affect my profession, and the type of projects that I will get. But it was better during the subsequent keys when I learned to connect my goals better.
Here are four measures I took To ensure that my move between managers was smooth and helped me gain their confidence. These indicators helped me with excellence and grow quickly.
1. I own your career
I have always been taking my career with the mentality that I am responsible for and my manager is facilitator. This mental status guarantees to communicate before I am asking me and asking for guidance from people outside my direct manager.
I usually spend about two Each month hours to reach many Amazon managers to ask how they grow in their career and get comments on how to do things differently.
2. Documenting everything
Maintain a proud paper with a record of all my accomplishments and summaries for all the projects that I have worked on, including reactions from the former managers, the leadership of the team and any stakeholders. I have put from 30 to 45 minutes every week or two to make sure I am not missing anything.
There is a lot of technology mobility. If I leave the people you worked with last year, no one is witnessing it for your work. He suffered a classification of my performance once when I worked under three managers who all had different perceptions of what I worked on, and I did not take any active steps to correct it.
I share this document with all new managers so that they have a busy record on hand and have a context in all my current projects.
3. Prepare for the individual
When my career started for the first time, I used to collect individual meetings with my managers. I got very little of these meetings.
I started taking the initiative to hold preliminary talks with all new managers, as I share my short and long -term goals. I also share the pride document that I keep in this call to give them an overview of the place that I am with my career and what are my current projects.
After that, the first meeting turned into a different coordination for the rest of our sessions. I borrowed from a book entitled “The Art of Meeting with Your Manager” and destroying my meetings to six sections. I modify this according to different managers and their preferences.
- Ice swept: to relieve the conversation.
- Personnel Department: I share the recent contributions that my managers may not face on their radar, the challenges I faced, and updates about the discussions I had with others in my team.
- Director section: I ask for a pre -emptive comments.
- Development and growth: We discuss the place where I am currently standing and thinking of ideas and projects to ensure that these gaps are fill in to meet the standards of the following employee level.
- Judging the priorities: We discuss what I should work on immediately.
- The elements of the procedure: We and the directors of the procedures elements have noticed the next meeting and follow -up of any elements of the procedure from the previous meeting.
4. Division and oppression
When I slept in my career, I began to take more leadership responsibilities. I started supporting new engineers in my team through one on one and preparing stagnation channels where they can seek help.
Cooperation with other teams definitely changed. My manager and I invaded. I would like to take ownership of five to six teams and my managers will deal from three to four.
I started trying to see myself as a support system for my manager instead of someone who works under it.
