As I take on my next challenge to create and capture value for Enterprise solutions, I spent some time over the weekend asking myself a few “exit interview” type questions. Here’s what I learned through an introspective:

What did I learn over the last 18 months, as VP of Strategy Execution and Chief of Staff?
    As the title may suggest, these roles while intertwined, require varying skills to be amplified. It took me a hot second (i.e: a little bit of time) to adjust to the environment, people and most importantly managing expectations. Aural skills, for the purpose of understanding  the needs and point-of-view of others was critical; be it during business planning cycle or introducing the leadership team to a new approach (thinking or framework). Listening and empathizing can lay a solid foundation to craft relationships, making it easier to make mutually beneficial decisions. 
    To make sense of ambiguity, consultative mindset, along with strategic thinking were more prevalent, as most of my projects ended being NDA (non-disclosure agreements). Analytical skills came in quite handy to make assertions and inferences from data at hand. As such the entire gambit of skills, from hypothesizing to materializing came into play.
    It’s almost as important to state what the project is not about, to manage outcomes and expectations. This also suggests the power of tactfully saying “No”. (Credit: Tomas Ageskog)
    Lastly, this role was a fairly new setup in the organization, so there was no blueprint to follow. This was both a curse and a blessing in disguise, as I was able to define process and ways-of-working. As an example: Having successfully introduced and implemented the Objectives and Key results (OKR) framework, to effectively manage a billion dollar business, highlights how new value can be created and captured.
      What could I have improved upon, during my tenure?
      To start off, I did not have any pre-conceived notions about my role. This was good in a sense that I did not carry any baggage. On the flip side, it also highlighted the fact that initially I was flying blind and lacked a sense of direction. Not sure if I would change it, as adjustment period was quite short.

      When I took this role, I was transitioning from a very tough project, where I had to provide clear guidance every day and the buck stopped with me. This role was almost a polar opposite of that, where I served more as a facilitator and coach. Imo, it was a mixed bag, as cycle time to make decisions were prolonged. During the transition, adjust to the needs of the role, but stay your authentic self.

      A few nuggets to share...
      • Be your authentic self and contribute by empowering others
      • Amplify your aural skills and listen to understand
      • Craft relationships as its always easy to have a conversation with a friend
      • Say “No” and state your position. It helps the other party understand, for a good dialogue to ensue.
        Now, on to the next set of learnings...