Unlocking Potential: How This Product Manager Transformed an Intern into a Leader

OK, well, uh,

Mhm. Yeah, uh, the, the first part of my framework is on the hiring process. So I always try to hire people who are better than me. Uh, this is one thing that I, I always look to, uh, look for, uh, during the selection process. After the people are inside, uh, my team, I have, uh, one on one sessions on a weekly basis with all of the property managers who answer to me. And on a monthly basis, we have this checkpoint on which we, we do the follow-up for their career plans. OK, let me, uh, give you a step back. Uh, on a two-quarter basis, we developed a career plan, uh, in partnership between my employee, and I can help them making questions, making assessments, uh, considering each level of the ladder they are, uh, what are the, their, the competencies that they, they should be learning, both behavioral or technical. And once we have this career plan, I do the, the monthly follow-up, uh, we call it a checkpoint process, and on a weekly basis, it's more, uh, a day to day, uh, tracking of it and, and discussing blocking your blockers and, and things that are On, on their way. Sure.

Mhm. Yeah, I have a, a good example of that. Uh. 2.5 years ago, I hired an intern, uh, uh, a young girl. Uh, she was on, on the university, uh, back that time. And once we started, uh, the, the development process, uh, I asked her which career path she wanted to go, if she wanted to go to the data analytics part or to the product management part. And once I knew that, we start to develop her, uh, setting up courses, things that she needed to study, some Uh, Some courses, uh, that she needed to do and also some, some jobs to be done. And those jobs helped her to, to develop those technical and behavioral competencies. After one year, I hired her, uh, she was read to the, the associate product manager level. Uh, I followed up the, their, uh, her level of competence and And how this matched with the, the ladder that we currently have here. And uh recently, last December, I promoted her to, to product manager uh level one because she is like all the way to the top, she's uh developing really fast and And, and delivering all, all the things that you are planning on the, the Earth career plan and also on the OCRs.

OK. Uh, sometimes, uh, And my, my role here was to, to give her feedback on her behavior and also, uh, Giving her her space and autonomy, so she, she could do the job that she, that needs to be done. Uh, my job was mostly motivating her and And challenging her to, to, to do the, the jobs that we We combine it, uh, how can I say that? During the, the career plan. Uh, I asked her what are, what is, is, are her goals from the future, uh, short term, mid-term, long-term, and in order to reach that levels, uh, she needs to develop certain sort of, uh, competencies, and then I help her on deciding what, uh, competencies, she should develop. For instance, uh, she wants to migrate from associate product manager to a product manager. In order to do that, she needs to develop her strategy and And planning, uh, competency, and she didn't know that back then. Uh, then I indicated her some courses to study and also I always provoked her in order to, to do the jobs, uh, regarding this, this sort of work.

OK, I, I have one, but it, it was like really fast behind. It was more than 9 years ago, uh, where I have, I had a failure. I, I tried to invest. I decided to, to help the, the person in that situation to To deliver better, to, to behave better, but the person just didn't, uh, came up with and, and couldn't, uh, help, and then I decided to, how can I say that in English, I decided to fire the, the person. After 2 months trying. And I'm currently living. Uh, I don't know, is that enough, or do you

Mhm. OK, uh, the person was failing, uh, on delivering, uh, results, delivering tasks. Uh, we had some scheduled, uh, arranged and some dates to, to be. To, to deliver the, the, the texts, and the person was like almost always uh failing and delivering uh days later or weeks later, sometimes the person didn't uh deliver at all. Uh, it seemed that she, she didn't have uh the will to, to work, uh, for, for the job anymore. Uh, and what, what I try to do is, was to get closer, uh, try to do, uh, a more frequent follow-up, like on a daily basis, I, I get to, to the person's table and I talked to, uh, to the person, uh, try to help, uh, uh, ask her if, uh, she needed something, uh. But it, it, it just didn't work. OK.