Al Dea的动态

Inspired by Paul Pickard, I’m highlighting exceptional talent I have the privilege of knowing. Whether you’re a senior leader making hiring decisions, someone who can influence hiring outcomes, or a connector facilitating introductions, you could elevate an organization by starting a conversation. Meet Stephanie Ueng—a strategic advisor and problem solver for the C-suite with a job history that includes IDEO, Accenture, and Visa. Stephanie has tackled complex challenges across industries. Types of Roles (or Adjacent): 1. #ChiefofStaff 2. #VPofStrategy 3. #StrategicAdvisor 4. #ProductStrategy (Product Development) Stephanie was instrumental in executing workforce strategies with the #CHRO of a global retailer, improving the retention rates for over a million associates. She's unlocked significant revenue opportunities by streaming the launch of innovative products in new categories. Stephanie’s ability to combine deep empathy with #designthinking allows her to align teams while enhancing the experiences of customers, employees, and stakeholders. She thrives in roles where she can help drive high-stakes initiatives and big-picture strategies. Stephanie holds an MBA from the Kellogg School of Management (Managerial Analytics, Strategy, & Marketing) Who do you know?

This week I celebrate 25 years at Microsoft! As the quarter century mark sinks in??, I reflect on the many amazing experiences that have stretched me, as well as the wonderful relationships established, and which continue to grow. I would like to thank three managers that made a big impact on me, both personally and professionally: Lisa Burns: thank you for your guidance and care during those "early years". Your integrity, curiousness, and listen-first approach made you a great manager and role model. I learned so much about EQ from you. Matt Roberts: thank you for distilling the complex and your unwavering focus on the customer. I learned how to navigate tough customer situations with empathy and the importance of reaching "win-win" outcomes. Bob Maher: thanks for giving me the opportunity to try something new. Your can-do approach, keen decision making, and learner-centric mindset make you a fantastic role model. I learned the importance of consistent coaching, and the value of well-timed levity. Thank you all for your integrity, guidance and support! You made (and continue to make) a difference! Managers are why people stay or leave, and I am truly thankful for these three! If you have not recognized a manager for the impact they made in your own journey, I encourage you to do so.

Your career journey isn’t always going to be linear, especially in tech. Mine has certainly been anything but linear. I’ve navigated roles in supply chain, HR, sales enablement, marketing, and now, product management. Two and a half years ago, I (as well as those who hired me) took a leap of faith, transitioning from marketing to product management despite the odds. How did I make that shift? It all came down to the mentors who believed in me and invested their time, advice, and support into my growth. As the year draws to a close, I’m reflecting on the incredible people who’ve shaped my journey—those who took a chance on me, who believed in my potential, and who pushed me to reach new heights. From the interviewers who saw my potential to the leaders who promoted me, I’m deeply grateful for each of you. Here’s to the power of mentorship, growth, and embracing new opportunities—no matter where your journey takes you. As we would say at Remitly - “We’re just getting Started!” #Gratitude #TechCareer #Mentorship #ProductManagement #CareerGrowth #Leadership

For HR professionals who are looking for opportunities, I wanted to highlight a few folks who I've seen collate open jobs focused on specific areas: - Al Dea, shares #talent and #learning related roles - here was a recent post: https://lnkd.in/gXiYTerK - Charlie Franklin and his company Compa post about #TotalRewards jobs on their company website here: https://lnkd.in/g6NnYt29 - PeopleOps Jobs posts about, well, #peopleoperations jobs (the name gave it away ??): https://lnkd.in/gyQE-sVf - Richard Rosenow shares #peopleanalytics roles, with a recent example here: https://lnkd.in/gaFAQ6sh Hope this proves helpful!

Impact is almost always a function of available opportunities 'within a specific timeframe' and the application of yours (and your team's) skills to make the most of them. I distinctly remember one of my management mentors at Microsoft constantly emphasising this: "Sarang, in all likelihood, you do not have an under-performer. You might just have an employee who has had a relatively bad year this time." This has stuck with me forever. So, when I hear about a company publicly referring to a significant portion of their laid-off employees as under-performers, I question the values and ethics of the company and its leadership.

If You’re Not Listening, You’re Not Leading ???? When Kevin Sharer became CEO of Amgen, his leadership philosophy which was built on confidence and command seemed bulletproof. Until a crisis hit, profits plummeted, and layoffs loomed. Sitting alone in a restaurant, waiting for his daughter, he had a sobering realization: ???? ?????? ???????????? ?????? ?????????????? ???? ???????????? ?????????????? ?????? ?????????????? ???? ????????’?? ????????????. That moment became his turning point. He discovered that leadership isn’t just about making decisions. It’s also about listening actively, without judgment, and creating channels for feedback from all levels. ??? Here are key takeaways every leader can apply: ?????? ???????????? ??????????????. Overconfidence isolates leaders in information bubbles where only “good news” filters through. If you aren’t careful, you’ll miss early signs of trouble. ?????????????????? ???????? ???? ??????????????????????. It’s not just about hearing words. Leaders need to spot opportunities and risks from scattered signals across their ecosystem, from board meetings to casual conversations. ?????????????????? ?????????????? ??????????????. When rank dominates respect, people hold back the truth. Make it safe to deliver bad news, or you’ll face preventable disasters. ???????????????? ?????????? ?????? ??????????????????. Kevin implemented surveys to keep his finger on the pulse and learned that his team felt he was distant. The response? More hallway chats, town halls, and showing up ???????????? problems snowball. Here’s my personal takeaway: In my early leadership years, I thought giving instructions was enough. But I’ve learned that ???????????????? ?????????? ?????? ???????????? ???? ???? ?????????? unlocks better ideas and builds trust. Listening isn’t passive, it’s ???????????? ????????????????????. ?? “???? ??????’???? ?????? ?????????????? ?????????? ???? ?????? ????????, ?????? ?????? ???????????? ???????????????” ?? Share with me… How do you create meaningful opportunities to listen to those around you? #Leadership #ActiveListening #CommunicationSkills #GrowthMindset #ProfessionalDevelopment #PersonalDevelopment Adapted from “Are You Really Listening?”by Adam Bryant and Kevin Sharer on HBR ?? Chann Sokunpanha sharing her personal experience to Grade 12 graduates on transitioning to university life at our annual G12 Graduation Party. Brighton Academy Asia

We're currently seeing an unprecedented surge in executive placements. Here's what you need to know: ? ?? Executive hiring has roared back post-election, especially in healthcare and tech. ?? Small and mid-sized businesses are moving particularly fast. ?? Organizations are racing to secure talent before year-end budgets close. ? Each new C-suite placement is creating a wave of opportunities throughout organizations. We're watching leadership teams undergo complete transformations as new executives bring in trusted players from their networks. This movement at the top is opening up exciting internal promotion pathways, creating a ripple effect that touches every level of the organization. ? My advice? Make your move — but make it count. With top talent on the move and “use-it-or-lose-it” budgets shaping decisions, now’s the time to act strategically. Waiting for Q1 could mean missing the window. ? #TalentStrategy #Leadership

Client Win Wed: PM leadership roles are a tough nut to crack in this market. A Director-level PM came to me wanting to re-enter the workforce after a break. A big Seattle tech company had sucked the life out of them. They were willing to take a lower level role, but weren't getting interview traction. We focused on resume, storytelling, and convincing leaders they could get a "great deal" while also addressing retention concerns. We took an experiment-based approach, tweaking and refining tactics along the way. So happy to announce they've accepted a PM leadership role at a nationally-recognized company known for providing amazing customer experiences! If you're struggling to find a tech role (or hate your current role), you don't have to suffer alone. There is a great role out there waiting for you ; let's chat and come up with a plan to get you there. #techjobs #pmleadership #careercoaching

Early in my career, I often felt like my path didn’t look like my peers’, and I worried I was falling behind. While friends were focused on aligning with specific brands and products, and building deep relationships with clients, my day-to-day was much more varied. I found myself bouncing between different, sometimes unconventional, projects, rather than iterating and improving with a few recurring themes or core initiatives that could drive sustained impact. At the time, it felt like I wasn’t progressing in the “traditional” sense. My peers were moving forward in ways that I could easily see and measure. Meanwhile, I was working behind the scenes switching from across various clients and categories, which often meant I wasn’t in the room for client-facing conversations. But what I’ve come to realize is that this broader, less predictable path gave me an incredible foundation.I wasn’t just learning about one product or one market—I was gaining exposure to a wide range of challenges. This forced me to think creatively and develop a more flexible, strategic approach to problem-solving. By the time I was put in leadership positions, that diversity of experience had given me a unique perspective that helped accelerate my growth. It enabled me to tackle new problems with confidence, explore different avenues of innovation, and eventually take on leadership roles that required more than just a deep dive into one area. Looking back, I see that what felt non-traditional at the time was actually an invaluable asset—preparing me to think broadly and act strategically, even when the terrain was unfamiliar. #careeradvice #personaldevelopment

Many new C-Suite executives try this. It works for a while but what comes next? You're new in role. Excited, and daunted, if you're honest with yourself. This is what most do: ?? Be visible. ?? Make promises. ?? Appoint a leadership team. ?? Start reviews, e.g. costs, new investments. Sensible stuff. But, after a while they: ?? Revert to what and whom they're comfortable with, e.g. management. ?? Focus inwards. ?? Launch a big initiative, out of the blue. ?? Get embroiled in tactics, more than strategy. ?? Become bored, which can lead to ethical issues at the extreme. Instead they should: ?? Identify the biggest opportunities and problems worth tackling. ?? Work out where the organisation is most distinctive. ?? Build stronger decision-making capability. ?? Listen to different voices outside and inside the organisation. ?? Invest time in reflection, learning, and recovery. ?? Develop a new 'contract' with their loved ones. I work with CEOs and other C-Suite leaders as they transition to, and start, new roles. The best use a collection of mindsets, skills, and practices to flourish. What helps you the most to make - and sustain - a great start in your new C-Suite role? #strategy #leadership #CEO #transition #newrole