Firing people is the hardest.
Very very much hardest.
Now I have a team - some seriously awesome people on board.
Who if they work, I will have to mainly oversee and guide them.
In the interim period, my job had become that of an overseer and guide.
I had to guide everyone on what to do, how to do, take decisions.
Now the guiding and day to day decision making is taken over by these heads and what my role is, is to guide them on strategic front.
Which means I need to analyse data, think of things.
It has gone back into IC role to an extent actually.
So it is like a bell curve?
IC - exec role, then grow into directions, then again exec role in a very different sense?
I dont guide now, I execute strategic projects.
is that why both top and bottom layers are called "executive"?
Taking chances on people.
That's what this is all about.
Banking on people.
Find in bankable people.
Making people want you to bank on them.
You bank on your team.
Your suppliers.
Your vendors.
Customers.
So many of them.
So much trusting. Hoping they would live up to it.
Most do.
Some dont.
The trick is to know who values your banking on them enough to live up to it or try his best to.
And of course knowing the capability of that person.
You should bank just as much as you are sure and then a little more so they stretch.
Harshad seems like me from 8 years back.
Banking on him a little more than exactly right.
Don't break and it make you stronger.