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They’re not just going to promote anyone just because they’re buddies with the big boss. You have to also have (or appear to have) the required skills.
Not true at all. We presume this to hide our incapabilities. Nothing matters if you are competent. Just be honest with yourselves and ask yourselves hard questions
I just made the shift from senior management level to associate director and it is one of those biggest shifts.. almost like when I first went from an expert to a manager. I will need to build a whole new career strategy now.. thank you for this video. Makes total sense.
Same! I was a marketing and communications specialist for 2 years, and became director at a university. Now I’m like, I’m ok, what should I be doing here? Lol❤
I’m currently a Director in a large organisation, and I can confidently say this content is bang on the money. If only I’d come across your channel a few years ago while running my campaign,in years leading up, to promo.
@@DrGraceLee Can I become a director without a college degree? Because there are lots of CEOs in the world without a college degree. I'm just curious, so that's why I'm asking this question. I hope you can answer it, please.
@@Muhd_Aziz-x6950 I am not a director myself but from what I have observed those people have great and sharp mind. There are people without a college degree as well but their mindset is not of ordinary people, just like what has been described in the vid. If you are not born naturally (which most people are) it takes time to train your mindset, that's why Dr Grace has said start to try to have the mindset even before you are director.
I never understood the difference between a director and manager - but I identify more with the way a director is required to visualize, think, and see the pitfalls and challenges when new processes or changes are being made. I think I now realize what I want to aim for in my career. thank you!!
I'm currently a manager, last year I missed an opportunity to become a director. I was to what the CEO said during the evaluation is that I'm not matured enough. This video has opened my eyes to some things I have not been doing well. Thank you
Dear Grace of God, Thank You, you are an instrument of Divine that validated what I knew in my heart, I have years of playing at Director level. Thank you, thank you, thank you. My key takeaway is that I Am Ready 😀🙌❤️🎉🧘🏻♀️🦋
Great video. Over the past 6 years I've gotten 4 promotions and am now in management. What changed for me over 6 years ago was my mindset -- as you described. Yes, you want to do well at the job you're hired for, but you also want to learn/do some of the duties/skills for the next step-up of your career. Using this strategy, you'll also have things to put on the resume that set you apart and may get more recognition when looking to move onto the next stage.
Thank you for this Video, Dr. Lee. I've been a Sr. PM for 5 years in this large organization company. In our goal/career review note, I mentioned to my boss that I would like to be a lead/director. Their answer was ok. so, I guided and helped several co-workers across the group and in the group to excel. Yes, they gave me a good bonus and super positive feedback reviewed, but they didn't promote me, instead, they promoted those coworkers that I helped and guided. They even admitted, I guided and helped my coworkers to be successful. The funny thing is I feel like they hire me as a contractor instead of a full-time employee.
You did good. Because of your action let me explain from what I gathered from Dr. Lees videos I watched. Personally, I think you did step 2; which gives you more efficient team and in one of her video she said they exceeded you more in "communication skills, which is more relevant than skills in some levels" As for step 1. From what I understood, a Director uses the leverage of company to get Clients which gives money to your company. If you want to be a Director, you have to think on that level. You need to build yourself that you understand how your company operates and get Clients for them eventhough you don't get raise, but build you build yourself. Note, I am not talking about getting a client through marketing but getting a Client that buys into your ideas and want to go to do business to your company through you; that is what she called " branding". Imaging you brought high class Clients that have confidence in you, if they have issues or questions they would want to see you and even ask you to negotiate on their behalf, so indirectly you have to know top company issues and discuss with Directors too. This places you as a Charismatic but still declared Director. As time goes by, your Company would want to have you more committed to the Company. As I said earlier, you did step 2, which is great; but you should know that Step 1 is not what you go about telling everyone; you could expose company secret. But with step 2, you would have some few loyal workers that are grateful for your mentorship. Anyways, as I said earlier; this is what I understood.
From entry level employee to warehouse supervisor, my professional career seems to be headed towards this exact kind of role in an organization I enjoy working for and believe in. I'm currently working on my MBA combined with a Supply Chain Management and Operations emphasis, and if I can become a manager sooner rather than later, it would be an incredible personal achievement for me. I can follow-up with this brilliant video again to help me accomplish the ultimate goal of becoming a director once I have gained the proper skill level and understanding of a senior-level manager. God bless you for sharing this knowledge, I will watch more of your videos.
The mental model is what stood out to me. Including the A Articulate. B Become C Charter the course. D Development. Very powerful tools start the condition of your mind to be mode into something new. Thanks
As a lead designer working in cross-functional teams (graphic design, marketing and engineering), I love teaching and coaching people outside of my job. I never thought this was an essential skill for a director. Thanks, I'll make it happen.
What she says at 5:30-5:55 is so profound. There are employees who are willing to run through a wall for the Front Line Leaders and completely tune out directors above them. This is where personable traits come into play, this can’t be faked either. Either have the empathy or you don’t..
In technology, it's been my experience that being able to influence without resorting to using authority is valuable at any level of leadership. Naturally when you get to exec and c-level, your title will carry a lot of influence across an organization; but it can't be the only think you resort to.
I have been looking for this type of career information for many years. All of these points resonated with me as a manager. Now I have an idea of the types of coaching and mentoring I need from my director to help me get to the next level. I always hear about changing mindset but you have provided clear examples of how to so this. Thank you.
this was excellent. I'm a senior product manager at a large multinational. I was once a MSCOO and I also run a medium sized company as a board director. This all gels perfectly. I've done an MBA too which just helps me understand the pieces. I'm not moving into a product architect team which influences all products. I've put down my mission as 1 chart the course 2 explain why 3 what does success look like? 4 what process will help us get there - to get to 4 which I'm working on I'll need to explain 1 to 3 and that will help streamline and make it easy to build great products with great managers and teams.
have been first level manager in a big corporate for the past 8 years. I have been thinking about preparing myself for the next level. I agree that key attributes for the next level are 1) Communication 2) Strategic mind 3) ability to peruse others
My key takeaway is don’t focus on day to day implementation tasks but to be longsighted and look for ideas to make the company profitable in the 3 to 5 year term
I’m currently a manager and I can start practicing to train my reports for manager positions by giving them more independence and space to make decisions and opportunities to lead meetings etc. I would focus on observing and giving feedback. The cycle of giving and receiving feedback creates a higher and more abstract level of interaction to view ourselves and situations objectively. instead of being swamped with daily tasks , I probably need to spend time to step back and assess things strategically. Abstraction seems to be the key.
We need more individual contributors (assign diff. roles/positions based on their learning capability and skill levels) who can also lead and work as a team. I’ve seen too many incompetent “managers” riding on the back of talented contributors or faking it; vice versa, talented “managers” being assigned with unqualified/incompetent staff and have to waste time “managing” or doing their jobs for them.
Take away: the balance of Manager role and shfitling towards director has a clear path line and there is some level of overlap as well. basic is - day to day action engagement to overarching , managing to mentoring/be a best teacher, Responsible to accountable, task complitor to motivator. a great discourse presented. thank you.
I’m currently a senior manager (deputy director) at my firm. Over the last year, I’ve been more cross-functionally engaged with our subordinate companies, helping to problem solve and provide leadership/guidance to the respective company presidents. This is my 12th year with the company, and I’m grateful for the opportunities they have given me. With that said, my salary has been static since 2021 and I feel I’m ready for a higher level strategic role. I have discussed this with my boss, who agreed with me and even asked me to start thinking about a position title I would like. However, when I asked about a commensurate increase in my base salary, he stated that the company typically incorporates increases into annual bonuses. Fast forward one year later, my role, title, and salary are still unchanged. I did receive $6K additional to my normal annual bonus. With that said, I still would like to see an increase in my base salary and position title move upward. The bonus is great, but it’s an unknown every year. Am I being parochial about this or should I re-engage with my boss on the subject?
I think if it's something that's is upseting you!?! I encorauge you to start to see other opportunities in others companys. Because a good empployee as you looks like, don't complain but leave the company to better opportunities. That's my thoughts.
Thank you Dr Lee! What resonated most with me was "chart the course". I believe this is what the executives are wanting. Have you not only thought it through, but are you providing a path forward that's clearly the best approach for everyone. Do you already have everyone on board? And, They need to feel that you are confident so that they can be confident in your plan
This is so good, I've been asking myself this question for years. What stood out for me is what I have always suspected, you have to be able to think from a company perspective, not just a team or function point of view.
I’ve been a senior manager for a while now and took this advice and shifted already into this mindset and have been showing this type of leadership. The company understands this but the issue is, why should they promote me and pay me more if I’m already doing this at the level I’m at? Why buy the cow if you get the milk for free?
Thank you for sharing your perspective, Andrew. I’m glad you loved the video. I hope you find the tips in the video useful for your own career advancement.
Thank you Dr. Grace for your sharing. Im given an opportunity to contribute in a huge GLC as one of the director in next 2 mth. What Dr.Grace just shared is genuine. - mirror the person you wish to become - mindset shift - developing successor - mentorship - forward thinking - cross-functional start develop your team till auto pilot, then make it even efficient. last take care yourself well, rest well, eat well, exercise. strong body = strong mind wishing everyone nothing but the best.
Congratulations on your opportunity to become a director in a huge GLC. That’s amazing! I’m glad you found the video genuine and valuable. You have summarized the key points very well. I also agree that taking care of yourself is essential for being a successful leader. I appreciate your positive and supportive attitude. I wish you all the best in your new role and beyond.
The mentoring part is huge. I’d like to schedule to speak with your team. I’ve been at the Director level for some time now but I’m continually evolving. Thank you for this video.
I like how manager and director roles are differentiated. First step that I would take is getting to know more people outside of my team (1 month) and look for cross functional projects (after 1 month), and start building that relationship and contribute to decisionmaking, and be able to gain influence in current and future initiatives.
Last 3 min was the most impactful for me and awakened something in my cortex. It really made sense at that point. I recommend watching the video again, as I did. Then everything just starts connecting.
I’m so glad to hear that the video resonated with you and sparked your creativity. I appreciate your feedback and your suggestion to watch the video again. I agree that repetition can help reinforce the key points and make them more memorable. Thank you for watching and commenting.😊
Excellent overview on showing key points switching role from Manager to Director. For me, I spent around 20 years with IBM, performed all levels of roles starting from IC to Manager. Now, looking for an opportunity to excel in Director level roles. In big companies where you have complex umbrella structure, its hard (or taking long time) to move up on your career ladder due to lack of opportunities/space and you ended up doing similar things for long
Great video. The key takeaway is definitely that you need to understand yourself to a degree where you can articulate and explain your mental models to others, use first principle thinking and be great coach, mentor and leader.
Some times the leader doesn't know about how to hire the director position, so your teach its a good starting for those who need to know what they look forward.
I have a university degree in management, and have been in management of teams my whole working career, dating back to the late 1980's. I've been with my current organization since 1995 and a Senior Operations Manager for nearly 15 years, and have directed an international team in the US and in the UK since 2011. I have managers that report up to me, and they have subordinates that report up to them. I'm sought out in my Fortune 500 organization by VP's, Directors, and also other managers because of my 35 plus years of practical, hands-on industry experience. What's holding me back from being promoted is my VP that I report up to. He actually told me in 2021, when I discussed gaining a Director position. He told me that my best opportunity to becoming a Director was with a different company. How's that for a kick in the shins? That's when I officially started my "quite retirement".......
@@sidolin6671 I'm glad you've asked that, because it is something that I considered. First let me make clear that I work for an excellent company and have been blessed to be with them. The company treats the employees very well, and are very much involved with helping the communities where it does business too. But to your question, I've been offered positions with other companies. One here in town where I live and another in Dallas. But the facts are these. I've been with the company 27 years now. I'll probably be retiring in 2-3 years. I make a really good salary with excellent benefits, including a pension plan. My annual bonus is usually three times the average salary for where I live. I've been doing this work for so long, it comes naturally to me. I've faced just about every work crisis before, so I don't get many surprises. I know the business very well. So, the work is not hard. I'm really good at what I do. And I'm a dying bred amongst all of the younger employees coming in, but I'm essential. And I really am consulted by leadership and management across the company, because they don't have the experience that I do, and they need the correct answer or course of action. Because of that, I don't get a lot of "shit" passed my way. I can get away with arriving 30 minutes later, taking a two hour lunch, and leaving 30 minutes sooner, That sounds like I'm taking advantage, but I'm not really. I'm on call 24/7/365, and everyone knows all they have to do is text/call and I'll respond right away. Come ask me for help, and I'll drop what I'm doing for you. It's just the way I am. So, I stay and put up with the few asshats and the office politics for the money and benefits. But when I'm gone, I'll be gone, and they know it. Thanks for asking.
Great advice, I've moved from an intern to a SR MGR at a fortune 15 company in 5 years time, and couldn't be happier. This next jump is going to be the most difficult.
Wonderful video Dr. Grace Lee. Very well explained for moving me from manager to director. Got a lot more clarity in the path director level. Thank you so much...
Thank you for the video. Your opening salvo was very interesting and provided me much different perspective. A week can a half ago; I was selected to be the assistant Director of nursing for a care facility. The highest I’ve ever been is a charge nurse. I’m sure you can see how daunting this can be as you talked about the differences between the levels of leadership. I never really looked at it like that before. Your ABCs are excellent, and charting the path is the most interesting. As nurses, we are taught to do our best to see into the future for our patient's well-being. We’re not taught that in any other context. in the past, I have tried to get into leader ship, but I’ve been denied mainly because I like this understanding I suppose. Clinically I’m strong, so I will be looking at more of your videos to understand the leader ship side of it all.
Wow! I never thought it is possible to go from Manager to Director, and this resonate with my current situation as I have recently qualified as the Certified Director through training with IoDSA. I intend to serve in company's boards as the Non-Executive Director. Thanks for this informative video.
Always looking at how to improve myself. Challenging myself how can I be better in terms of leading our organization. It resonates well with me that a different mindset is needed. A cross functional collaboration and influencing people who are not your direct subordinates. Now, I'm thinking about my own mental model.
I am currently a Manager. This differentiation resonated well with me. Especially, understanding and being able to articulate my Mental model(s). I don't know what mine is! This will be an area I focus on to bridge the gap. Thanks.
My key takeaway was understanding one of the Directors' key challenges, how to influence people who you are not directly managing. Another key point, Managers focus on the present, as Directors focus on the next step.
Soo good! At a Director’s level and feel there are some concepts that I haven’t been able to grasp. Articulating my models and processes can definitely be strengthened. Thanks a million!
I love your channel. I enjoy the structure. I’m currently looking to move from a senior specialist to manager but it’s good to know 1 or even 2 levels above so you can start the conversation and learnings sooner. Biggest thing for me here was director is more cross-functional and a manager is more focused on their direct reports
It can definitely help you prepare and plan your career path more effectively.. Michael. I hope the video gave you some insights and tips on how to go from manager to director. I appreciate you watching and commenting!
As a Product Manager looking to transition into a Director level role, I was particularly interested in Dr. Lee's definition of a Director and how they must be able to influence cross functionally. Perhaps Product Managers have a small advantage in this area as that is part of our day-to-day.
One of the things to look out for is doing more than your job role in tough times. Dotted about many companies across the planet are individuals backfilling for an additional role on top of their own. These individuals tend to be highly conscientious and put the needs of the team first. It is a common misconception that if you take on more responsibility you will be noticed, considered capable and thereby promoted. It depends. If you are taking on jobs and tasks that belong to your boss, then you are highly likely to be considered for a step up. But if you have assumed responsibilities of roles at the same level as you, or roles in your reporting line because of budget cuts, then chances are you can expect to stay there because (not withstanding anything else in this video), you are simply too expensive to replace.
Thank you for the video, Doctor. One thing you can expand is the board-game analogy. The strategy is to understand other people's games, their modes of success and the strategies they've learbed to maximize/sustain success and minimize loss. The boardgame analogy is great, and i think it's better used when thinking of someone playing many boardgames at once, with varying stories, organizing rules, histories, and stock strategies.
Most managers and directors don’t make a conscious effort to prescribe or guide people. It takes a sensitive and caring leader to share their development objective for their team. If those roles would be open about development they would be more effective.
My take away is that director works on the "vision", defining "blueprint" for the corporation. To be able to do that, one has to also understand one's own mental strategy, because what one feels good shapes one's vision and influences the final "blueprint".
I have listened to some of this. My take is to get to this level a) Understand that management is about operation. Its about productivity, dealing with people. Holidays, breaks, ensuring targets are met, delegation b) Leadership (which is the level management is) is about company vision, strategy, finance, risk, leadership. The pillars of the MBA A would be leader wanting to join the board would look to take an MBA, they would also be engaging in projects at the higher level and rubbing shoulders with those in that level to go across. Also to enter directorship, in some cases said person would be expected to make an investment in the company. I know of an Accounts Manager who needed to remortgage his house to invest in a company to become its Accounts Director. These are my thoughts.
This is good content and it shares a great perspective of being a director. But in real work, the Director role is just the manager of managers. It's not that they don't have influence over their manager's subordinates, it's that they don't work with them directly on a day-to-day basis. And in an organization that really needs to place Director in the hierarchy, this person usually leads a specific function of the organization. They are the head of something. If not, then this is not an actual Director-level position, to be honest. Hiring and setting the strategic vision of their responsible area is the key difference from being a manager, which usually is the first time to manage people. Just my 2 cents.
It depends on the size of the business. I am a manager of managers and I am considered mid-level. Above me I have two more manager levels and only THEN the director level. I think what Dr. Grace is trying to convey here is that directors don't manage in the traditional sense, which usually requires getting in down and dirty with the fine details of the vertical/org you're in. A director maintains a good overview of the objective and methods for reaching the objective of their org, but also seeks to understand the same of other orgs and connects them for larger objectives that can only be achieved together. Don't get me wrong, managers do the same (at the peer level), I don't deny that, but they do it in a much less abstract manner. A director, in that sense, is much more a business manager than a people manager. Us people managers are glorified secretaries with leadership/interpersonal skills. Directors have assistants to avoid being that.
From my experience your definition of director is what managers do and your definition of managers is what supervisors do. Then I looked up director in wiki which shows managing director, executive director and company director which all mentions reporting to an executive, maintaining, planning and a particular group of managers and or departments.
This is awesome. The ABCD is really great. The Whats required, whats next thing for the business really stood out for me. Since im a futurist, i like to do this. Im more of a director type and never realised it.
I think that this video is really awesome and crystal clear. Yes, it is very difficult to get to a Director level requires lot of patience, hardwork, commitment. I feel that it's very difficult to get promoted to a Director level in the same company as compared to going to another company as a Director directly. Mindset is the key and I feel that hands-on training executing Live projects would also be very helpful to prepare ourselves to become a Director. I think wanting to become and actually becoming has a lot of difference. Also, knowing what is required of a Director and actually being in the position is very different I believe. Nevertheless, having the target goal and working towards it without getting impacted by anything or anyone is crucial.
This is great content and I can't wait to check out more of your videos. I've been a manager for many years and am shifting gears and focus to developing my director level skills. Thankfully I have the opportunity to stretch and practice broadening my vision, knowledge and approach. 🙌🏻
Managing is using the available tools. Directorship is a building talent from within. Managers take what they have and apply to the jobs that need to get done. Directors use organic growth to build sustainability from within. Managers make sure the wheels keep grinding. Directors figure out how to use frictionless technology to overcome physical limitations.
Great content. Realized already doing ABC Articulate, Become, and Chart you have mentioned that we need to do to move from Manager to Director level but after watching this video, able to connect the dots.
2 questions from me, much appreciate any feedbacks. 1. How get your work recognized? IE., you did the work to get your manager promoted to director or even higher, but your manger takes the credits. 2. How to prevent jealousy when you start to communicate like a boss? So when you start to communicate well, you also become competitive to the people around you. How do you protect yourself?
I keep coming back to this video so often, and I think I'm finally ready to take a leap towards director/lower executive positions! One thing holding back, however, is how I am perceived since I am still young (31 at the time of this comment). Would this influence how I can become upper management, despite having over a decade of work experience?
It's amazing how I can see the differences... I've been in every position... And I'm on B right now... Becoming a Director... Without the title 😂 but enjoying the ride ❤
Hi Dr grace how are you doing thanks for sharing us your concept and experience if something was new regarding your career let me know congratulations 👏👏👏🎉🎉🎉.
If you are working in a normal organisation with average (not high) standards and if you're a manager aiming for manager of managers or director level positions, the first priority is to invest time to develop your successor(s).
Great explanation and process for developing a career. I'd be curious to learn if you've produced a similar video to help people get from Director to VP or from VP to the C Suite?
All of the skills mentioned are required to be a competent IC.... yes, cross-functional influence, leadership, and etc are all REQUIRED just to be an effective individual contributor.
This video is great but here is the thing - noone wants to teach you on how to become a manager. There will be always a developed approach in the company on how to do your stuff and you have two choices - to survive or to quit. In some rare cases there will be a great coach or the good-developed processes, but the majority of the companies just follow their own path without any care. And what was not mentioned in this video - there is no strict rules how to run your own business (so basically everything could work). IMO there are three important things to concider if you want to grow your business - (a) great communication with your managers / seniors; (b) looking for smth bigger (this is harder that seems to be) and (c) be able to work as intern if the situation needs this approach. Ofc you can have a successful story even without these parameters, but if you want to be a professional, the choice is obvious
This is great content for me Dr. Lee! I'm a 1st level manager for about 3-4 years. I'm in a mid-sized company so my duties in the current role encompasses all the regular manager duties BUT I do also have some of those director responsibilities (mentoring, elevating individuals, looking ahead, planning) for the platform I'm in charge of. I'd say my manager/director responsibility split is 85/15 ratio atm. Your Mgr vs Director and Chart the Course sections are the key takeaways as I've been pondering what my own "next steps" are in this path. Thanks for the video. As Wayne Gretzky once said, "I don't go to where the puck is, I got to where the puck will be" (or something to that effect)
I dont know how this popped up in my recommendations but its kinda relevant to the crossroads I am at. I was a great individual contributer and I have been a good manager. The problem is the examples of directorship and above I see at my company just seems like alot of politics and not much actually results. I work at a very large financial company and it just seems like the directors and above do/say alot of nonsense and then the managers have to go out and fix the mess that they create. I am a very results oriented person and I am having a hard time wrapping my mind around moving from having tangible results to just kind of saying a doing alot of fluff that is disconnected from outcome. Its hard because it feels disingenuous. Maybe I am not director material. I dunno.
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Are you finally ready to move to the executive level position you've always dreamed of? Achieve your professional and personal goals, apply for my mentorship program here: to.masteryinsights.com/application
Yes, Thank you Dr Grace Lee
In my experience, job promotions are often based on personal favoritism rather than objective criteria such as qualifications or performance
She has a separate video on it. It’s about bringing value and knowing how to communicate.
They’re not just going to promote anyone just because they’re buddies with the big boss. You have to also have (or appear to have) the required skills.
I had the same worry before I got my promotion.
I think this Is not allways true on director levels.
Not true at all. We presume this to hide our incapabilities. Nothing matters if you are competent. Just be honest with yourselves and ask yourselves hard questions
I just made the shift from senior management level to associate director and it is one of those biggest shifts.. almost like when I first went from an expert to a manager. I will need to build a whole new career strategy now.. thank you for this video. Makes total sense.
I just jumped from an individual contributor to a director! I’m in shock about it. It was not my goal but the opportunity came to me.
Same situation presented to me 🙌🏽
Same! I was a marketing and communications specialist for 2 years, and became director at a university. Now I’m like, I’m ok, what should I be doing here? Lol❤
Congratulations
What happened? All upper management left the company overnight?
@@scarlettink2009 please post your strategy. Resume pointers thx
I’m currently a Director in a large organisation, and I can confidently say this content is bang on the money.
If only I’d come across your channel a few years ago while running my campaign,in years leading up, to promo.
I appreciate that, Jim. I'm so glad to have you here on my channel. Welcome!
@@DrGraceLee Can I become a director without a college degree? Because there are lots of CEOs in the world without a college degree. I'm just curious, so that's why I'm asking this question. I hope you can answer it, please.
@@Muhd_Aziz-x6950 I am not a director myself but from what I have observed those people have great and sharp mind. There are people without a college degree as well but their mindset is not of ordinary people, just like what has been described in the vid. If you are not born naturally (which most people are) it takes time to train your mindset, that's why Dr Grace has said start to try to have the mindset even before you are director.
I never understood the difference between a director and manager - but I identify more with the way a director is required to visualize, think, and see the pitfalls and challenges when new processes or changes are being made. I think I now realize what I want to aim for in my career. thank you!!
I’m so happy to hear that the video inspired you to pursue your career goals! I hope you keep learning and growing in your professional journey.
I'm currently a manager, last year I missed an opportunity to become a director. I was to what the CEO said during the evaluation is that I'm not matured enough.
This video has opened my eyes to some things I have not been doing well.
Thank you
Dear Grace of God, Thank You, you are an instrument of Divine that validated what I knew in my heart, I have years of playing at Director level. Thank you, thank you, thank you. My key takeaway is that I Am Ready 😀🙌❤️🎉🧘🏻♀️🦋
Great video. Over the past 6 years I've gotten 4 promotions and am now in management. What changed for me over 6 years ago was my mindset -- as you described. Yes, you want to do well at the job you're hired for, but you also want to learn/do some of the duties/skills for the next step-up of your career. Using this strategy, you'll also have things to put on the resume that set you apart and may get more recognition when looking to move onto the next stage.
I'm not yet a manager or a director but I'm visualizing myself becoming one. I must become a mentor or a coach.❤ Thanks Dr. Grace.❤🙌
Did you become a coach? If so, how's it going?
Thank you for this Video, Dr. Lee. I've been a Sr. PM for 5 years in this large organization company. In our goal/career review note, I mentioned to my boss that I would like to be a lead/director. Their answer was ok. so, I guided and helped several co-workers across the group and in the group to excel. Yes, they gave me a good bonus and super positive feedback reviewed, but they didn't promote me, instead, they promoted those coworkers that I helped and guided. They even admitted, I guided and helped my coworkers to be successful. The funny thing is I feel like they hire me as a contractor instead of a full-time employee.
😵💫
You did good.
Because of your action let me explain from what I gathered from Dr. Lees videos I watched.
Personally, I think you did step 2; which gives you more efficient team and in one of her video she said they exceeded you more in "communication skills, which is more relevant than skills in some levels"
As for step 1.
From what I understood, a Director uses the leverage of company to get Clients which gives money to your company.
If you want to be a Director, you have to think on that level.
You need to build yourself that you understand how your company operates and get Clients for them eventhough you don't get raise, but build you build yourself.
Note, I am not talking about getting a client through marketing but getting a Client that buys into your ideas and want to go to do business to your company through you; that is what she called " branding".
Imaging you brought high class Clients that have confidence in you, if they have issues or questions they would want to see you and even ask you to negotiate on their behalf, so indirectly you have to know top company issues and discuss with Directors too.
This places you as a Charismatic but still declared Director.
As time goes by, your Company would want to have you more committed to the Company.
As I said earlier, you did step 2, which is great; but you should know that Step 1 is not what you go about telling everyone; you could expose company secret.
But with step 2, you would have some few loyal workers that are grateful for your mentorship.
Anyways, as I said earlier; this is what I understood.
From entry level employee to warehouse supervisor, my professional career seems to be headed towards this exact kind of role in an organization I enjoy working for and believe in. I'm currently working on my MBA combined with a Supply Chain Management and Operations emphasis, and if I can become a manager sooner rather than later, it would be an incredible personal achievement for me. I can follow-up with this brilliant video again to help me accomplish the ultimate goal of becoming a director once I have gained the proper skill level and understanding of a senior-level manager. God bless you for sharing this knowledge, I will watch more of your videos.
The mental model is what stood out to me. Including the A Articulate. B Become C Charter the course. D Development. Very powerful tools start the condition of your mind to be mode into something new. Thanks
I’m glad you found the mental model useful and applicable. I hope you keep following the ABCD steps and achieve your goals. 😊
The shift in mindset is so important and I like how you defined the difference in the 'game' played at both levels. Thank you for this.
As a lead designer working in cross-functional teams (graphic design, marketing and engineering), I love teaching and coaching people outside of my job. I never thought this was an essential skill for a director. Thanks, I'll make it happen.
I'm rooting for you!
What she says at 5:30-5:55 is so profound. There are employees who are willing to run through a wall for the Front Line Leaders and completely tune out directors above them. This is where personable traits come into play, this can’t be faked either. Either have the empathy or you don’t..
We all have a different path, I went up the leadership ladder by switching companies. Unconventional path to growth without killing yourself
This is the best way, i.m.o.
What about competition from internal candidates?
In technology, it's been my experience that being able to influence without resorting to using authority is valuable at any level of leadership. Naturally when you get to exec and c-level, your title will carry a lot of influence across an organization; but it can't be the only think you resort to.
This is great video for people who work in normal companies who treat their people right. These are exceptions. Thanks for posting.
I have been looking for this type of career information for many years. All of these points resonated with me as a manager. Now I have an idea of the types of coaching and mentoring I need from my director to help me get to the next level. I always hear about changing mindset but you have provided clear examples of how to so this. Thank you.
this was excellent. I'm a senior product manager at a large multinational. I was once a MSCOO and I also run a medium sized company as a board director. This all gels perfectly. I've done an MBA too which just helps me understand the pieces. I'm not moving into a product architect team which influences all products. I've put down my mission as 1 chart the course 2 explain why 3 what does success look like? 4 what process will help us get there - to get to 4 which I'm working on I'll need to explain 1 to 3 and that will help streamline and make it easy to build great products with great managers and teams.
have been first level manager in a big corporate for the past 8 years. I have been thinking about preparing myself for the next level. I agree that key attributes for the next level are 1) Communication 2) Strategic mind 3) ability to peruse others
My key takeaway is don’t focus on day to day implementation tasks but to be longsighted and look for ideas to make the company profitable in the 3 to 5 year term
I’m currently a manager and I can start practicing to train my reports for manager positions by giving them more independence and space to make decisions and opportunities to lead meetings etc. I would focus on observing and giving feedback. The cycle of giving and receiving feedback creates a higher and more abstract level of interaction to view ourselves and situations objectively. instead of being swamped with daily tasks , I probably need to spend time to step back and assess things strategically. Abstraction seems to be the key.
We need more individual contributors (assign diff. roles/positions based on their learning capability and skill levels) who can also lead and work as a team.
I’ve seen too many incompetent “managers” riding on the back of talented contributors or faking it; vice versa, talented “managers” being assigned with unqualified/incompetent staff and have to waste time “managing” or doing their jobs for them.
Catch 22 because you want to hire people who are better than you would be in their position.
Take away: the balance of Manager role and shfitling towards director has a clear path line and there is some level of overlap as well. basic is - day to day action engagement to overarching , managing to mentoring/be a best teacher, Responsible to accountable, task complitor to motivator. a great discourse presented. thank you.
I’m currently a senior manager (deputy director) at my firm. Over the last year, I’ve been more cross-functionally engaged with our subordinate companies, helping to problem solve and provide leadership/guidance to the respective company presidents. This is my 12th year with the company, and I’m grateful for the opportunities they have given me. With that said, my salary has been static since 2021 and I feel I’m ready for a higher level strategic role. I have discussed this with my boss, who agreed with me and even asked me to start thinking about a position title I would like. However, when I asked about a commensurate increase in my base salary, he stated that the company typically incorporates increases into annual bonuses. Fast forward one year later, my role, title, and salary are still unchanged. I did receive $6K additional to my normal annual bonus. With that said, I still would like to see an increase in my base salary and position title move upward. The bonus is great, but it’s an unknown every year. Am I being parochial about this or should I re-engage with my boss on the subject?
I think if it's something that's is upseting you!?! I encorauge you to start to see other opportunities in others companys. Because a good empployee as you looks like, don't complain but leave the company to better opportunities. That's my thoughts.
Which country do you work?
Thank you Dr Lee! What resonated most with me was "chart the course". I believe this is what the executives are wanting. Have you not only thought it through, but are you providing a path forward that's clearly the best approach for everyone. Do you already have everyone on board? And, They need to feel that you are confident so that they can be confident in your plan
This is so good, I've been asking myself this question for years. What stood out for me is what I have always suspected, you have to be able to think from a company perspective, not just a team or function point of view.
I’ve been a senior manager for a while now and took this advice and shifted already into this mindset and have been showing this type of leadership. The company understands this but the issue is, why should they promote me and pay me more if I’m already doing this at the level I’m at? Why buy the cow if you get the milk for free?
Switch companies.
@@johnspencer8982 ended up being promoted twice within the last year, Director then to VP level. So maybe not…
@@Alisha-hs8xj damn congrats, so like 350k+?
Love this! As a software engineer it reminded me of the differences between a senior engineer, and a staff/principle engineer.
Thank you for sharing your perspective, Andrew. I’m glad you loved the video. I hope you find the tips in the video useful for your own career advancement.
Thank you Dr. Grace for your sharing. Im given an opportunity to contribute in a huge GLC as one of the director in next 2 mth. What Dr.Grace just shared is genuine.
- mirror the person you wish to become
- mindset shift
- developing successor
- mentorship
- forward thinking
- cross-functional
start develop your team till auto pilot, then make it even efficient.
last take care yourself well, rest well, eat well, exercise. strong body = strong mind
wishing everyone nothing but the best.
Congratulations on your opportunity to become a director in a huge GLC. That’s amazing! I’m glad you found the video genuine and valuable. You have summarized the key points very well. I also agree that taking care of yourself is essential for being a successful leader. I appreciate your positive and supportive attitude. I wish you all the best in your new role and beyond.
The mentoring part is huge. I’d like to schedule to speak with your team. I’ve been at the Director level for some time now but I’m continually evolving. Thank you for this video.
I like how manager and director roles are differentiated. First step that I would take is getting to know more people outside of my team (1 month) and look for cross functional projects (after 1 month), and start building that relationship and contribute to decisionmaking, and be able to gain influence in current and future initiatives.
As a newly-promoted manager, I feel like I am lacking something to let me proceed to next phase. Finally found this.
Last 3 min was the most impactful for me and awakened something in my cortex. It really made sense at that point. I recommend watching the video again, as I did. Then everything just starts connecting.
I’m so glad to hear that the video resonated with you and sparked your creativity. I appreciate your feedback and your suggestion to watch the video again. I agree that repetition can help reinforce the key points and make them more memorable. Thank you for watching and commenting.😊
Excellent overview on showing key points switching role from Manager to Director. For me, I spent around 20 years with IBM, performed all levels of roles starting from IC to Manager. Now, looking for an opportunity to excel in Director level roles. In big companies where you have complex umbrella structure, its hard (or taking long time) to move up on your career ladder due to lack of opportunities/space and you ended up doing similar things for long
Great video. The key takeaway is definitely that you need to understand yourself to a degree where you can articulate and explain your mental models to others, use first principle thinking and be great coach, mentor and leader.
This is spot on with how I have been able to move from individual contributor directly to market of director position.
Sounds amazing! I appreciate you sharing, Shameka.
I love that Directors “Mentor”…so true as people leaders!
Some times the leader doesn't know about how to hire the director position, so your teach its a good starting for those who need to know what they look forward.
I have a university degree in management, and have been in management of teams my whole working career, dating back to the late 1980's. I've been with my current organization since 1995 and a Senior Operations Manager for nearly 15 years, and have directed an international team in the US and in the UK since 2011. I have managers that report up to me, and they have subordinates that report up to them. I'm sought out in my Fortune 500 organization by VP's, Directors, and also other managers because of my 35 plus years of practical, hands-on industry experience. What's holding me back from being promoted is my VP that I report up to. He actually told me in 2021, when I discussed gaining a Director position. He told me that my best opportunity to becoming a Director was with a different company. How's that for a kick in the shins? That's when I officially started my "quite retirement".......
Why not leave the company in such a toxic situation? Or Tell him that you’ll leave and he probably would not want to lose you
@@sidolin6671 I'm glad you've asked that, because it is something that I considered. First let me make clear that I work for an excellent company and have been blessed to be with them. The company treats the employees very well, and are very much involved with helping the communities where it does business too. But to your question, I've been offered positions with other companies. One here in town where I live and another in Dallas. But the facts are these. I've been with the company 27 years now. I'll probably be retiring in 2-3 years. I make a really good salary with excellent benefits, including a pension plan. My annual bonus is usually three times the average salary for where I live. I've been doing this work for so long, it comes naturally to me. I've faced just about every work crisis before, so I don't get many surprises. I know the business very well. So, the work is not hard. I'm really good at what I do. And I'm a dying bred amongst all of the younger employees coming in, but I'm essential. And I really am consulted by leadership and management across the company, because they don't have the experience that I do, and they need the correct answer or course of action. Because of that, I don't get a lot of "shit" passed my way. I can get away with arriving 30 minutes later, taking a two hour lunch, and leaving 30 minutes sooner, That sounds like I'm taking advantage, but I'm not really. I'm on call 24/7/365, and everyone knows all they have to do is text/call and I'll respond right away. Come ask me for help, and I'll drop what I'm doing for you. It's just the way I am. So, I stay and put up with the few asshats and the office politics for the money and benefits. But when I'm gone, I'll be gone, and they know it. Thanks for asking.
Director creates processes and communicates "the why". Managers monitor processes, reinforce, and sustain.
Great advice, I've moved from an intern to a SR MGR at a fortune 15 company in 5 years time, and couldn't be happier. This next jump is going to be the most difficult.
Wonderful video Dr. Grace Lee. Very well explained for moving me from manager to director. Got a lot more clarity in the path director level. Thank you so much...
You have explained the transition from Manager to Director in a very easy to understand way. Thanks for sharing the basics.
Glad it was helpful!
Thank you for the video. Your opening salvo was very interesting and provided me much different perspective. A week can a half ago; I was selected to be the assistant Director of nursing for a care facility. The highest I’ve ever been is a charge nurse. I’m sure you can see how daunting this can be as you talked about the differences between the levels of leadership. I never really looked at it like that before. Your ABCs are excellent, and charting the path is the most interesting. As nurses, we are taught to do our best to see into the future for our patient's well-being. We’re not taught that in any other context. in the past, I have tried to get into leader ship, but I’ve been denied mainly because I like this understanding I suppose. Clinically I’m strong, so I will be looking at more of your videos to understand the leader ship side of it all.
Wow! I never thought it is possible to go from Manager to Director, and this resonate with my current situation as I have recently qualified as the Certified Director through training with IoDSA. I intend to serve in company's boards as the Non-Executive Director. Thanks for this informative video.
What is IoDSA? Can you elaborate more?
POLITIC is the key to success.
Always looking at how to improve myself. Challenging myself how can I be better in terms of leading our organization. It resonates well with me that a different mindset is needed. A cross functional collaboration and influencing people who are not your direct subordinates. Now, I'm thinking about my own mental model.
I am currently a Manager. This differentiation resonated well with me. Especially, understanding and being able to articulate my Mental model(s). I don't know what mine is! This will be an area I focus on to bridge the gap. Thanks.
Gosh, thank God you exist, take time to make & post these! Thank you!
My key takeaway was understanding one of the Directors' key challenges, how to influence people who you are not directly managing. Another key point, Managers focus on the present, as Directors focus on the next step.
Soo good! At a Director’s level and feel there are some concepts that I haven’t been able to grasp. Articulating my models and processes can definitely be strengthened. Thanks a million!
I love your channel. I enjoy the structure. I’m currently looking to move from a senior specialist to manager but it’s good to know 1 or even 2 levels above so you can start the conversation and learnings sooner.
Biggest thing for me here was director is more cross-functional and a manager is more focused on their direct reports
It can definitely help you prepare and plan your career path more effectively.. Michael. I hope the video gave you some insights and tips on how to go from manager to director. I appreciate you watching and commenting!
As a Product Manager looking to transition into a Director level role, I was particularly interested in Dr. Lee's definition of a Director and how they must be able to influence cross functionally. Perhaps Product Managers have a small advantage in this area as that is part of our day-to-day.
Takeaway- Managers prescribes but Directors TEACHES 🙌 Eye opening line 👍
I became my own boss. My business is doing very well. I answer to no one in my organisation.
Exactamondo ✔️
One of the things to look out for is doing more than your job role in tough times. Dotted about many companies across the planet are individuals backfilling for an additional role on top of their own. These individuals tend to be highly conscientious and put the needs of the team first. It is a common misconception that if you take on more responsibility you will be noticed, considered capable and thereby promoted. It depends. If you are taking on jobs and tasks that belong to your boss, then you are highly likely to be considered for a step up. But if you have assumed responsibilities of roles at the same level as you, or roles in your reporting line because of budget cuts, then chances are you can expect to stay there because (not withstanding anything else in this video), you are simply too expensive to replace.
As a VP and former Director this content is spot on
Thank you for your kind words!
Thank you for the exposure. It is helpful for me because this is the bridge I have been aiming to cross.
Thank you for the video, Doctor.
One thing you can expand is the board-game analogy. The strategy is to understand other people's games, their modes of success and the strategies they've learbed to maximize/sustain success and minimize loss. The boardgame analogy is great, and i think it's better used when thinking of someone playing many boardgames at once, with varying stories, organizing rules, histories, and stock strategies.
Most managers and directors don’t make a conscious effort to prescribe or guide people. It takes a sensitive and caring leader to share their development objective for their team. If those roles would be open about development they would be more effective.
Well said...ya what you said is true ...you can work and work for your manager..or director but no necessary you are productive!
My take away is that director works on the "vision", defining "blueprint" for the corporation. To be able to do that, one has to also understand one's own mental strategy, because what one feels good shapes one's vision and influences the final "blueprint".
The Best! You're awesome Dr. Grace Lee. Thank you very much.
I have listened to some of this. My take is to get to this level
a) Understand that management is about operation. Its about productivity, dealing with people. Holidays, breaks, ensuring targets are met, delegation
b) Leadership (which is the level management is) is about company vision, strategy, finance, risk, leadership. The pillars of the MBA
A would be leader wanting to join the board would look to take an MBA, they would also be engaging in projects at the higher level and rubbing shoulders with those in that level to go across.
Also to enter directorship, in some cases said person would be expected to make an investment in the company. I know of an Accounts Manager who needed to remortgage his house to invest in a company to become its Accounts Director. These are my thoughts.
Very Realy Great information Give Them You are.Yes You Are Right Say's Thank You Dr. Graec Lee
This is good content and it shares a great perspective of being a director. But in real work, the Director role is just the manager of managers. It's not that they don't have influence over their manager's subordinates, it's that they don't work with them directly on a day-to-day basis. And in an organization that really needs to place Director in the hierarchy, this person usually leads a specific function of the organization. They are the head of something. If not, then this is not an actual Director-level position, to be honest. Hiring and setting the strategic vision of their responsible area is the key difference from being a manager, which usually is the first time to manage people. Just my 2 cents.
It depends on the size of the business. I am a manager of managers and I am considered mid-level. Above me I have two more manager levels and only THEN the director level. I think what Dr. Grace is trying to convey here is that directors don't manage in the traditional sense, which usually requires getting in down and dirty with the fine details of the vertical/org you're in. A director maintains a good overview of the objective and methods for reaching the objective of their org, but also seeks to understand the same of other orgs and connects them for larger objectives that can only be achieved together.
Don't get me wrong, managers do the same (at the peer level), I don't deny that, but they do it in a much less abstract manner. A director, in that sense, is much more a business manager than a people manager. Us people managers are glorified secretaries with leadership/interpersonal skills. Directors have assistants to avoid being that.
You’re so helpful. Best self improvement channel by far!
Thank you for the kind words, Matthew. Glad to have you here!
From my experience your definition of director is what managers do and your definition of managers is what supervisors do. Then I looked up director in wiki which shows managing director, executive director and company director which all mentions reporting to an executive, maintaining, planning and a particular group of managers and or departments.
This is awesome. The ABCD is really great. The Whats required, whats next thing for the business really stood out for me. Since im a futurist, i like to do this. Im more of a director type and never realised it.
I think that this video is really awesome and crystal clear. Yes, it is very difficult to get to a Director level requires lot of patience, hardwork, commitment. I feel that it's very difficult to get promoted to a Director level in the same company as compared to going to another company as a Director directly. Mindset is the key and I feel that hands-on training executing Live projects would also be very helpful to prepare ourselves to become a Director. I think wanting to become and actually becoming has a lot of difference. Also, knowing what is required of a Director and actually being in the position is very different I believe. Nevertheless, having the target goal and working towards it without getting impacted by anything or anyone is crucial.
Best reflection of steps to become director and I have undergone an identical path since last ten years!
That sounds amazing, Narayanan. You're an inspiration!
Great content giving insight into the absolute difference between Manager and Director. 100% bang for success as Director
I appreciate you, Geoffrey. Welcome to my channel!
Thank you so much for this content. It really helped me get a birds eye view of the transition from Manager to Director...
This is great content and I can't wait to check out more of your videos. I've been a manager for many years and am shifting gears and focus to developing my director level skills. Thankfully I have the opportunity to stretch and practice broadening my vision, knowledge and approach. 🙌🏻
Managing is using the available tools. Directorship is a building talent from within.
Managers take what they have and apply to the jobs that need to get done. Directors use organic growth to build sustainability from within.
Managers make sure the wheels keep grinding. Directors figure out how to use frictionless technology to overcome physical limitations.
Very concise explanation of mental models. Very helpful. Thank you.
Great content. Realized already doing ABC Articulate, Become, and Chart you have mentioned that we need to do to move from Manager to Director level but after watching this video, able to connect the dots.
That's fantastic, Babu! I appreciate you sharing.
This was great thank you. The mindset shift I needed help understanding
beautifully explained the "ABCD" model. Definitely like to hear more from Dr. Lee
2 questions from me, much appreciate any feedbacks.
1. How get your work recognized? IE., you did the work to get your manager promoted to director or even higher, but your manger takes the credits.
2. How to prevent jealousy when you start to communicate like a boss?
So when you start to communicate well, you also become competitive to the people around you. How do you protect yourself?
Amazing practical tips for climbing the corporate ladder. I like working across the cross-functional matrix and teams.
I keep coming back to this video so often, and I think I'm finally ready to take a leap towards director/lower executive positions! One thing holding back, however, is how I am perceived since I am still young (31 at the time of this comment). Would this influence how I can become upper management, despite having over a decade of work experience?
Yes as you said "I never thought this way" until i watch your series
Director Articulate and become lots of valuable info thank you I'm going to listen to this over and over love it
It's amazing how I can see the differences... I've been in every position... And I'm on B right now... Becoming a Director... Without the title 😂 but enjoying the ride ❤
I appreciate you sharing, Sharlenne. Congratulations on your progress and achievements!
suatu wawasan yang luar biasa, membuat saya tersentak dan membuka pemikiran saya untuk bisa segera mewujudkannya, terima kasih Dr Grace Lee
Hi Dr grace how are you doing thanks for sharing us your concept and experience if something was new regarding your career let me know congratulations 👏👏👏🎉🎉🎉.
Many, Many many thanks to your sharing. It cleared my thought and lead my way.
My pleasure! Glad to have you here on my channel.
If you are working in a normal organisation with average (not high) standards and if you're a manager aiming for manager of managers or director level positions, the first priority is to invest time to develop your successor(s).
Great explanation and process for developing a career. I'd be curious to learn if you've produced a similar video to help people get from Director to VP or from VP to the C Suite?
I'm so happy I just seen this title thank you very much!!
There is a saying which sums it all: to become a director, learn to lie, learn to deceive, learn to be a hypocrite, and learn to be heartless.
Correctamundo maximus.
Addendum - "learn to be heartless AND ruthless."✔️
All of the skills mentioned are required to be a competent IC.... yes, cross-functional influence, leadership, and etc are all REQUIRED just to be an effective individual contributor.
key take away... My title is Manager but I've been a "Director" this whole time lol.... I loved this video and all of the information!!!
This video is great but here is the thing - noone wants to teach you on how to become a manager. There will be always a developed approach in the company on how to do your stuff and you have two choices - to survive or to quit. In some rare cases there will be a great coach or the good-developed processes, but the majority of the companies just follow their own path without any care. And what was not mentioned in this video - there is no strict rules how to run your own business (so basically everything could work). IMO there are three important things to concider if you want to grow your business - (a) great communication with your managers / seniors; (b) looking for smth bigger (this is harder that seems to be) and (c) be able to work as intern if the situation needs this approach. Ofc you can have a successful story even without these parameters, but if you want to be a professional, the choice is obvious
Thank you Dr. For this erudite video.
I resonated with BC
This is great content for me Dr. Lee! I'm a 1st level manager for about 3-4 years. I'm in a mid-sized company so my duties in the current role encompasses all the regular manager duties BUT I do also have some of those director responsibilities (mentoring, elevating individuals, looking ahead, planning) for the platform I'm in charge of. I'd say my manager/director responsibility split is 85/15 ratio atm.
Your Mgr vs Director and Chart the Course sections are the key takeaways as I've been pondering what my own "next steps" are in this path.
Thanks for the video. As Wayne Gretzky once said, "I don't go to where the puck is, I got to where the puck will be" (or something to that effect)
I dont know how this popped up in my recommendations but its kinda relevant to the crossroads I am at. I was a great individual contributer and I have been a good manager. The problem is the examples of directorship and above I see at my company just seems like alot of politics and not much actually results. I work at a very large financial company and it just seems like the directors and above do/say alot of nonsense and then the managers have to go out and fix the mess that they create. I am a very results oriented person and I am having a hard time wrapping my mind around moving from having tangible results to just kind of saying a doing alot of fluff that is disconnected from outcome. Its hard because it feels disingenuous. Maybe I am not director material. I dunno.