Maria Angelidou

Maybe the one example I'll pick is from the time that actually changed my mind and I still use that insight from that debate. So it was earlier at Facebook when I was sure that I was going to promote this one person that I hired, I invested in him, I got them ready for the next level, all of this stuff. And I was really convinced that it was the right time to promote him.

Maybe the one example I'll pick is from the time that actually changed my mind and I still use that insight from that debate. So it was earlier at Facebook when I was sure that I was going to promote this one person that I hired, I invested in him, I got them ready for the next level, all of this stuff. And I was really convinced that it was the right time to promote him.

Maybe the one example I'll pick is from the time that actually changed my mind and I still use that insight from that debate. So it was earlier at Facebook when I was sure that I was going to promote this one person that I hired, I invested in him, I got them ready for the next level, all of this stuff. And I was really convinced that it was the right time to promote him.

And my manager said, mm-mm, He's not ready." We went back and forth. It was a pretty strong debate back and forth. I was at the point where I was like, okay, I'll just disagree and commit. She grabbed time with me and explained her rationale, which is she explained to me this idea that promotions need to be lagging, trailing, and not leading.

And my manager said, mm-mm, He's not ready." We went back and forth. It was a pretty strong debate back and forth. I was at the point where I was like, okay, I'll just disagree and commit. She grabbed time with me and explained her rationale, which is she explained to me this idea that promotions need to be lagging, trailing, and not leading.

And my manager said, mm-mm, He's not ready." We went back and forth. It was a pretty strong debate back and forth. I was at the point where I was like, okay, I'll just disagree and commit. She grabbed time with me and explained her rationale, which is she explained to me this idea that promotions need to be lagging, trailing, and not leading.

What she meant by that is you only promote people to the next level when they actually consistently already demonstrated that they can operate successfully at that level for a long period of time. If they haven't done that, don't promote them because actually promoting them when it's premature, it's worse for them.

What she meant by that is you only promote people to the next level when they actually consistently already demonstrated that they can operate successfully at that level for a long period of time. If they haven't done that, don't promote them because actually promoting them when it's premature, it's worse for them.

What she meant by that is you only promote people to the next level when they actually consistently already demonstrated that they can operate successfully at that level for a long period of time. If they haven't done that, don't promote them because actually promoting them when it's premature, it's worse for them.

Because at that next level, they will be calibrated, you know, just like compared to the group of people, the whole cohort of people who are already operating really well on the next level. And if you promote them prematurely, it's actually going to be really bad for them. They might actually churn from the company, right?

Because at that next level, they will be calibrated, you know, just like compared to the group of people, the whole cohort of people who are already operating really well on the next level. And if you promote them prematurely, it's actually going to be really bad for them. They might actually churn from the company, right?

Because at that next level, they will be calibrated, you know, just like compared to the group of people, the whole cohort of people who are already operating really well on the next level. And if you promote them prematurely, it's actually going to be really bad for them. They might actually churn from the company, right?

Because if they get promoted and they get a bad rating right away, that's a really tough position to recover from.

Because if they get promoted and they get a bad rating right away, that's a really tough position to recover from.

Because if they get promoted and they get a bad rating right away, that's a really tough position to recover from.

I think it's a mindset thing. I think like this goes back to when you asked me about, you know, what advice do you give to people to get promoted? I think you can absolutely start doing the work at the next level, taking the responsibility and showing that you can do the job.

I think it's a mindset thing. I think like this goes back to when you asked me about, you know, what advice do you give to people to get promoted? I think you can absolutely start doing the work at the next level, taking the responsibility and showing that you can do the job.

I think it's a mindset thing. I think like this goes back to when you asked me about, you know, what advice do you give to people to get promoted? I think you can absolutely start doing the work at the next level, taking the responsibility and showing that you can do the job.

two mistakes. One is they don't hire the right person. And so it could be either because they don't know what the role needs to be successful, or they don't know how to vet the person. They haven't seen what great looks like, and then they compromise really quickly. So that's one. And the second part is they don't know how to build a good product team from structure perspective.

two mistakes. One is they don't hire the right person. And so it could be either because they don't know what the role needs to be successful, or they don't know how to vet the person. They haven't seen what great looks like, and then they compromise really quickly. So that's one. And the second part is they don't know how to build a good product team from structure perspective.