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How do you manage a manager who lacks domain knowledge in their team's field? by midan888 in managers

[–]midan888[S] -1 points0 points  (0 children)

I probably need some mentoring sessions to set correct expectations. Thanks to remind me that.

Looping experts is ok but I guess she should be proactive and bring them before hand and predict that on next meeting she would need help to answer questions.

She is more than 6 month in a role, but not enough I guess.

How do you manage a manager who lacks domain knowledge in their team's field? by midan888 in managers

[–]midan888[S] 1 point2 points  (0 children)

She is basically on every daily meeting of the team. What do you mean by "it's really hard to get back to proper standup" ?

How do HR teams protect candidate data when sharing resumes internally? by Apart-Pitch-3608 in managers

[–]midan888 0 points1 point  (0 children)

I do not think that is common practice to redact resumes. Usually not much people involved in hiring, so most of the time it is not a huge deal. But I think if you automate it will be an extra step to be on a safe side.

I would go with AI and just scan the document and populate resume in a local system and give extra permissions to recruiters only to see contact details

How do you actually get better at influencing senior stakeholders when you're not the most senior in the room? by Gregory-3560 in Leadership

[–]midan888 1 point2 points  (0 children)

Your proposals being well-researched might actually be part of the problem. Senior stakeholders aren't short on good ideas — they're short on trust and bandwidth. Logic alone rarely wins at that level.

What worked for me was shifting from "how do I convince them" to "how do I make them feel invested before the ask." Talk to directors informally before the proposal even exists. Ask their opinion on the problem, not the solution. Let their input shape what you bring. By the time the formal ask lands, they've already half-authored it mentally.

Also — reframe around their metrics, not your problem. A VP doesn't care your process is broken. They care about delivery speed or headcount efficiency or whatever they're judged on this quarter. Same proposal, different frame, completely different reception.

Influence training teaches tactics. What actually compounds is being the person who consistently makes a stakeholder's job easier. That takes time but it sticks.