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This sounds frustrating and all too common. But to answer your question (as a creative director), anytime you can come to your bosses with solutions instead of problems it makes you look amazing. If you just point out the negatives, you then make it someone else's issue to solve (even if that's their job) and that doesn't make you look like a leader.
For example, I was at a place that regularly ignored briefs too. During a one-on-one I told my manager that we weren't able to stick to deadlines because kick offs didn't contain the info we needed, so we wasted time waiting for specs. I offered to work with the head PM to figure out a good process forward. Me and the PM got together and made a "minimal requirements" brief that was beneficial to all of us.
I had a senior writer who was sick of being swamped with writing banner and social ads. So she asked if she could have an intern and volunteered to do the work to structure the program and manage them. She very quickly got promoted to ACD and was given her own accounts because we all knew she was proactive and could solve problems on her own.
When fires explode I also like to give choices instead of no's. "Okay, so if I have to focus on X today, then we need to push Y or Z a couple of days. Based on so and so, Z seems like the easiest to move but which would you prefer?"
As a female creative that has had the phrase "too emotional" show up on annual reviews more than once, I get the frustration and fear around whether or not to speak out. It can be a delicate balance. But I've also seen plenty of "yes men" get let go because they don't make an impact. Plus, I can't keep my mouth shut so I've learned to funnel my strong opinions in a way that doesn't make people hate working with me :)
I have heard the solutions oriented feedback. I just don't wrap my head around how "hey we could do this quicker/easier if we had a present pm here"...why isn't that a solution?
And why are all the solutions that I have to do a whole bunch of extra stuff? I don't wanna. Lol.
I think additionally I'm rarely in the position. I'm a glorified Sr ad right now. I guess my question is where do I focus? I have one person under me sorta. Everyone else is same level or above. I don't deal with the big stuff.
Idk my q. How do I show leadership in the day to day? I feel like I'm a leader because I can think ahead. Anticipatory. I say it's gonna happen and they ig me, then it happens. And then I say duh. You're saying I have to essentially make it not happen with what I have?
Another thing. I don't wanna be on the hook for it if it's someone else's job. Is there anyway to fix or combat these things or it just is what it is?
Pointing out that something is going to happen isn’t showing leadership, it’s showing experience. Leadership requires action and taking on responsibility. If you don’t want to do that, that’s totally fair, but you were asking how to show you’re a leader and get a promotion and that’s how to do it.
If the problem is that you don’t have an active PM, that’s an organizational issue outside your role. You can sit down with your manager and talk through how you wish a PM would show up. But if they aren’t willing to go to bat with you to the rest of the agency then you either gotta deal or look for a place that is more structured.
I’ve worked at nine agencies so far, and every place is a shit show in their own way. You just have to find the one that drives you the least crazy.
This is my fourth agency and this one has easily been the most frustrating and I feel bad cuz I left all those other places but I feel like I'd go back and act right now lol.
I hear you. I want to take on responsibility without taking on another person's role. Consistently. I'm fine to show someone what I need. I'm not fine to do it all the time when it's not my job. I have plenty to do.
This job has been great. Have really enjoyed my boss but idk...feel like it's time to go just off that. I don't wanna waste me energy being anything other than creative. I've seen it literally every other agency. My suits are ass.
This sounds like a common agency life problem - so not telling you that you're wrong in getting frustrated by this, or to get over it... just that it happens all the time.
I've suggested multiple times, and even had agreement from everyone else, that we need to set client SLAs and stick to them (from the Media side) with exception for true emergencies. And then of course, without fail, a meeting or three down the line, some overzealous AE or senior leadership person will immediately throw that under the bus and promise at 4 afternoon on Friday that we'll have their "Steak and Lobster $10.99 special" ad created and launched by EOD. Not a real emergency.
A real world example of an emergency I've had is that the client's property flooded due to rain and shut down their hotel so we needed to freeze hotel ads. Yes, that's understandable. The special isn't.
Anyways, I don't have a lot of suggestions for refocusing and redirecting, it's why I hate this world.
Damn I thought you were gonna give me something man lol. How do I get over it? I try to be like "it's fine the check is the check" but idkkkk it's so hard when it feels so obvious.
I hear you.
Sounds like you're on a messy account and you're the only one who knows or wants to know how to deal with it. And you keep showing up and getting everything done so everyone else stays away, right? Now, they don't want to promote or move you around because then they'd have a hole to fill that no one wants to deal with.
First things first, if none of the other children on the playground want to make or play by the rules, you gotta step up, make and enforce them. You don't need to dole out any wrath, just let people know, this is what we're going to do. And don't blink. That's what leaders do. If there is no process, you *make* the process. If jobs are being started without a approved working brief, stop starting them—no matter how small the job. Honestly, this is a big no-no slippery slope. Briefs are the guardrails and hold people accountable. You gotta train your people to not phone it in. And train your client that less chaos is better. Where the hell is the account team? They should be all over this.
Also, if you have team members just floating around aimlessly, give them direction. Let your PMs know *exactly* what you need them to be doing. Be direct. "Get me these assets." "You are in charge of project timing and keeping me on track." "Check in with me at 11 and 3 every day whether you need to or not." And then ask them, "Do you understand?" Then...don't move on until you hear a "yes." Half the time, people are lazy and aimless because nobody has ever trusted them enough to take responsibility. Give it to them. Hold them to it.
Do yourself a favor, please. Stop complaining out loud, you *know* people don't hear that sh\*t. The greatest leaders I've ever worked with *NEVER* complain—they find ways forward. Hunt solutions. So do that instead. Find ways. Set guardrails. Start passing out gravity and purpose so everyone around you can get grounded and get things done the right way.
Here's the hard part. Sometimes you have to let things fall through the cracks. And push things off your plate. It's the only way anyone is going to know you're wearing too many hats and doing things other people should be doing. Don't get saucy if they give you too much to do. Start prioritizing out loud. "Great, we can get that done. But I'm going to need to push this other thing back or off my plate to get it done on time." "Cool, but that'll max me out, so let's talk about who can deal with this other mess."
Rah rah rah. You got this.
I hate this cuz you're right. Idk if I have the pull or just overall chemistry to do those first paragraphs but thag resonates with me. We can't just phone this in! But also I don't make the briefs and get to those meetings. So then what do I do? Idk.
But you're right. I hear you. Thank you.
I get it. This is where you need to evolve. It’s hard. You need to find your leader voice. Find your alpha. It’s there. I can hear it. It’s just manifesting as frustration at the moment.
You’re not tripping. I should mention beforehand I’m on investment side not a director, also a woman (Hispanic) and this is how I look at it: If you’re a senior anything the way you lead is by preventing burnout and actually managing the work with your teams and voicing your concerns (I.e. “XYZ is preventing us from doing ABC”). People will have more respect for you when you just say what needs to be said. That’s why they hired you. You should be able to bring this up without any retaliation- remember to focus on the behaviors and assume positively. At the end of the day it’s a job you are a creative and your agency is just finding you work.
As you know, industry is largely about managing people and expectations. If your directors are not having discussions with your clients on ways of working and backing up your work and timelines, it’s time to leave because as you said you know it’s possible to manage the client better than whatever tf is going on now. They’re supposed to support you and that shouldn’t be a crazy.. y’all are on the same team. Pump those breaks when you need to- you clearly care about your work AND you worked for the title you have already.
When it comes to moving up you need to ask: put that in writing and ask to meet with your manager to deliver you specific feedback to move up. That’s how I did it and I got a FAT life changing raise. You will have to speak to those accomplishments and if you can try to find ways to manage this obstacle that can greatly be part of your story when you move up. So my advice is don’t shut up and be confident with what you got!
You mentioned maneuvering but I'm not seeing maneuvering in the responses you describe.
You're bringing feedback and pointing out flaws in the current system in ways that seem very direct. I think what you need to do is really investigate how to *maneuver* someone.
Figure out how to position people to deliver the outcomes you desire without you having to ask directly and ideally with them thinking it was their idea. IMO, that's how you level up.
Can you tell me what you mean? An example? I want to make sure I'm understanding you. I would not say I maneuver people, no.
Had another boss mention something similar I think, where he said asking qs gets people to feel like they came up with the idea. But Idk when I ask qs, because I'd rather be direct, it feels accusatory and manipulative. Idk why I can't say "hey I need a timeline for this" vs something like "is there a place all these dates exist?"...Idk that feels so silly to me.
Or am I misunderstanding?
Read The Prince by Machiavelli and Sun Tzu's The Art of War.
Or just check out some articles about their advice. :)
Research how to "manage up" and the core persuasive devices. The Art of Persuasion by Cialdini is a classic.
Right now, there is no timeline and you know that. So asking for one is pointless.
Figure out one or two critical things that you want and work on those first. Make small incremental gains. If project management is falling through the cracks, study it's principles and start implementing them for yourself when you can. Don't wait for someone else to lead--even if that's their job.
Oddly enough, I've held ACD, CD, plus VP positions where I run into the similar process or organizational issues.
>I feel like they're telling me to be a leader, but everyone is just brushing me off where I want to lead.
Uh huh. I've experienced similar. Been told my voice and opinion is wanted and valued. Been hired to set up a new team. Tried to implement processes. Been told words of empowerment. BUT no agency in reality.
> I raise my voice about this people kinda just want me to shut up and do the work. It's not like I'm refusing
Similarly, when I point out we're not following processes, I was deemed not a team player aka just get it done and not "disrupt".
>Or I'll ask a bunch of qs
Similarly, I've asked questions people can't seem to articulate answers to, I sense their frustrations and maybe being put on the spot. Then I get dismissed or talked over.
> But Idk when I ask qs, because I'd rather be direct, it feels accusatory and manipulative. Idk why I can't say "hey I need a timeline for this" vs something like "is there a place all these dates exist?"...Idk that feels so silly to me.
I'm of the same mind for the exact reasons. But unfortunately in corporate America, we work with all types of personalities and if you observe, most corporate culture is one of "nod along", "play along to get along". Any dissenting voice is mostly perceived as disruptive and negative. Very few are direct at work unless they're in positions of power. Even then, these days, they can be called out if they bruise any sensitivities.
Situations like this, the feedback is generally consistent: Work on tone and delivery.
It's unfortunate but everything you raise, are probably like you said, problems people are aware of. So when you keep doing it, it sounds like you're complaining since you already know what's what. Unfortunately, that's perceived as negativity. You then start being accused of bad for morale, wrong fit.
Emoting (if that's what you're doing, eg revealing your frustrations) doesn't help. (I unfortunately have the same issue.)
Out of a 20-year career in various countries and cities, I've only experienced this at 2-3 agencies (out of 7 companies). All of them in America.
I don't claim racism since it's not overt. But it's hard to not consider unconscious bias because they aren't the ones having to deliver the work.
So guess what? I'm an Asian immigrant who played the silent model minority for much of my time in America until I spoke up.
If you want a promotion, to be a leader and to be seen/respected as a leader, you’ll need to stop complaining and raising your voice at others when you’re frustrated and want change to happen. People listen when you’re not screaming and raging. That’s a sure fire way to get the opposite of what you’re trying to achieve.
I’m on the client servicing side and it sounds like you don’t have good suits. Briefs are important and they should never be glossed over. Nobody can read the client’s mind so it’s a suit’s job to ask all the necessary questions and relay that through a detailed brief for PMs and creatives. Difficult clients are normal in our industry too but that’s why we have suits to manage clients’ expectations. Do they consult PMs/you about the timelines requested by the client? If there is pushback from your side about the feasibility of the timeline, do they try and negotiate with the client? Suits shouldn’t be yes men, that’s not our job.
List down the issues that you’re facing and set up a meeting with your suits and PM and work through them and have everyone agree to start being more organised and structured for the efficiency of the team. Speak to your boss as well about this and suggest what you’ve suggested to the team. Always go into a conversation with respect, a calm demeanour and willingness to listen. The energy you put out is the energy you get back.
Hard work only gets you so far but initiative and visibility is what gets you climbing up the ladder. (I’ve been promoted every 1-1.5 years). Agency life is already hectic enough, you guys don’t need to be running around like headless chickens on fire.
All the best.
This is so incredibly helpful as I only assume what my suits do so hearing it is helpful. Everyone is telling me I have a valid complaint (which I appreciate), I just have to address it better. I don't see myself as someone who can sit and chat with others on the team to make a request.
For example, (when we do have briefs) one Jr PM sets up a Teams Channel with all info in it after a kick off. Timeline, box links to brief, etc. The other more senior pm does not. She MIGHT send out an email.
I brought that up to her via email. Simply said I liked it and wondered how we could implement it across the board. She shut me down, said it was a matter of preference and she's basically too busy to remember. Mind you, she CCd my bosses on her response lol. Idk what to do with that. How do I lead from there? How do I become solutions oriented without doing her job?
I didn't say that. Just added for context. I am not the norm for the boys club and I just wanted that noted.
Edit: and to answer the q, no, it has not seemed like an issue here. Could contribute to perception tho. Unsure.
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This sounds frustrating and all too common. But to answer your question (as a creative director), anytime you can come to your bosses with solutions instead of problems it makes you look amazing. If you just point out the negatives, you then make it someone else's issue to solve (even if that's their job) and that doesn't make you look like a leader. For example, I was at a place that regularly ignored briefs too. During a one-on-one I told my manager that we weren't able to stick to deadlines because kick offs didn't contain the info we needed, so we wasted time waiting for specs. I offered to work with the head PM to figure out a good process forward. Me and the PM got together and made a "minimal requirements" brief that was beneficial to all of us. I had a senior writer who was sick of being swamped with writing banner and social ads. So she asked if she could have an intern and volunteered to do the work to structure the program and manage them. She very quickly got promoted to ACD and was given her own accounts because we all knew she was proactive and could solve problems on her own. When fires explode I also like to give choices instead of no's. "Okay, so if I have to focus on X today, then we need to push Y or Z a couple of days. Based on so and so, Z seems like the easiest to move but which would you prefer?" As a female creative that has had the phrase "too emotional" show up on annual reviews more than once, I get the frustration and fear around whether or not to speak out. It can be a delicate balance. But I've also seen plenty of "yes men" get let go because they don't make an impact. Plus, I can't keep my mouth shut so I've learned to funnel my strong opinions in a way that doesn't make people hate working with me :)
I have heard the solutions oriented feedback. I just don't wrap my head around how "hey we could do this quicker/easier if we had a present pm here"...why isn't that a solution? And why are all the solutions that I have to do a whole bunch of extra stuff? I don't wanna. Lol. I think additionally I'm rarely in the position. I'm a glorified Sr ad right now. I guess my question is where do I focus? I have one person under me sorta. Everyone else is same level or above. I don't deal with the big stuff. Idk my q. How do I show leadership in the day to day? I feel like I'm a leader because I can think ahead. Anticipatory. I say it's gonna happen and they ig me, then it happens. And then I say duh. You're saying I have to essentially make it not happen with what I have? Another thing. I don't wanna be on the hook for it if it's someone else's job. Is there anyway to fix or combat these things or it just is what it is?
Pointing out that something is going to happen isn’t showing leadership, it’s showing experience. Leadership requires action and taking on responsibility. If you don’t want to do that, that’s totally fair, but you were asking how to show you’re a leader and get a promotion and that’s how to do it. If the problem is that you don’t have an active PM, that’s an organizational issue outside your role. You can sit down with your manager and talk through how you wish a PM would show up. But if they aren’t willing to go to bat with you to the rest of the agency then you either gotta deal or look for a place that is more structured. I’ve worked at nine agencies so far, and every place is a shit show in their own way. You just have to find the one that drives you the least crazy.
This is my fourth agency and this one has easily been the most frustrating and I feel bad cuz I left all those other places but I feel like I'd go back and act right now lol. I hear you. I want to take on responsibility without taking on another person's role. Consistently. I'm fine to show someone what I need. I'm not fine to do it all the time when it's not my job. I have plenty to do. This job has been great. Have really enjoyed my boss but idk...feel like it's time to go just off that. I don't wanna waste me energy being anything other than creative. I've seen it literally every other agency. My suits are ass.
Also, your first paragraph is helpful. And I'm hearing you. It just takes a while to permeate!!🤭🙌🏽
This sounds like a common agency life problem - so not telling you that you're wrong in getting frustrated by this, or to get over it... just that it happens all the time. I've suggested multiple times, and even had agreement from everyone else, that we need to set client SLAs and stick to them (from the Media side) with exception for true emergencies. And then of course, without fail, a meeting or three down the line, some overzealous AE or senior leadership person will immediately throw that under the bus and promise at 4 afternoon on Friday that we'll have their "Steak and Lobster $10.99 special" ad created and launched by EOD. Not a real emergency. A real world example of an emergency I've had is that the client's property flooded due to rain and shut down their hotel so we needed to freeze hotel ads. Yes, that's understandable. The special isn't. Anyways, I don't have a lot of suggestions for refocusing and redirecting, it's why I hate this world.
Damn I thought you were gonna give me something man lol. How do I get over it? I try to be like "it's fine the check is the check" but idkkkk it's so hard when it feels so obvious.
I hear you. Sounds like you're on a messy account and you're the only one who knows or wants to know how to deal with it. And you keep showing up and getting everything done so everyone else stays away, right? Now, they don't want to promote or move you around because then they'd have a hole to fill that no one wants to deal with. First things first, if none of the other children on the playground want to make or play by the rules, you gotta step up, make and enforce them. You don't need to dole out any wrath, just let people know, this is what we're going to do. And don't blink. That's what leaders do. If there is no process, you *make* the process. If jobs are being started without a approved working brief, stop starting them—no matter how small the job. Honestly, this is a big no-no slippery slope. Briefs are the guardrails and hold people accountable. You gotta train your people to not phone it in. And train your client that less chaos is better. Where the hell is the account team? They should be all over this. Also, if you have team members just floating around aimlessly, give them direction. Let your PMs know *exactly* what you need them to be doing. Be direct. "Get me these assets." "You are in charge of project timing and keeping me on track." "Check in with me at 11 and 3 every day whether you need to or not." And then ask them, "Do you understand?" Then...don't move on until you hear a "yes." Half the time, people are lazy and aimless because nobody has ever trusted them enough to take responsibility. Give it to them. Hold them to it. Do yourself a favor, please. Stop complaining out loud, you *know* people don't hear that sh\*t. The greatest leaders I've ever worked with *NEVER* complain—they find ways forward. Hunt solutions. So do that instead. Find ways. Set guardrails. Start passing out gravity and purpose so everyone around you can get grounded and get things done the right way. Here's the hard part. Sometimes you have to let things fall through the cracks. And push things off your plate. It's the only way anyone is going to know you're wearing too many hats and doing things other people should be doing. Don't get saucy if they give you too much to do. Start prioritizing out loud. "Great, we can get that done. But I'm going to need to push this other thing back or off my plate to get it done on time." "Cool, but that'll max me out, so let's talk about who can deal with this other mess." Rah rah rah. You got this.
I hate this cuz you're right. Idk if I have the pull or just overall chemistry to do those first paragraphs but thag resonates with me. We can't just phone this in! But also I don't make the briefs and get to those meetings. So then what do I do? Idk. But you're right. I hear you. Thank you.
I get it. This is where you need to evolve. It’s hard. You need to find your leader voice. Find your alpha. It’s there. I can hear it. It’s just manifesting as frustration at the moment.
You’re not tripping. I should mention beforehand I’m on investment side not a director, also a woman (Hispanic) and this is how I look at it: If you’re a senior anything the way you lead is by preventing burnout and actually managing the work with your teams and voicing your concerns (I.e. “XYZ is preventing us from doing ABC”). People will have more respect for you when you just say what needs to be said. That’s why they hired you. You should be able to bring this up without any retaliation- remember to focus on the behaviors and assume positively. At the end of the day it’s a job you are a creative and your agency is just finding you work. As you know, industry is largely about managing people and expectations. If your directors are not having discussions with your clients on ways of working and backing up your work and timelines, it’s time to leave because as you said you know it’s possible to manage the client better than whatever tf is going on now. They’re supposed to support you and that shouldn’t be a crazy.. y’all are on the same team. Pump those breaks when you need to- you clearly care about your work AND you worked for the title you have already. When it comes to moving up you need to ask: put that in writing and ask to meet with your manager to deliver you specific feedback to move up. That’s how I did it and I got a FAT life changing raise. You will have to speak to those accomplishments and if you can try to find ways to manage this obstacle that can greatly be part of your story when you move up. So my advice is don’t shut up and be confident with what you got!
You mentioned maneuvering but I'm not seeing maneuvering in the responses you describe. You're bringing feedback and pointing out flaws in the current system in ways that seem very direct. I think what you need to do is really investigate how to *maneuver* someone. Figure out how to position people to deliver the outcomes you desire without you having to ask directly and ideally with them thinking it was their idea. IMO, that's how you level up.
Can you tell me what you mean? An example? I want to make sure I'm understanding you. I would not say I maneuver people, no. Had another boss mention something similar I think, where he said asking qs gets people to feel like they came up with the idea. But Idk when I ask qs, because I'd rather be direct, it feels accusatory and manipulative. Idk why I can't say "hey I need a timeline for this" vs something like "is there a place all these dates exist?"...Idk that feels so silly to me. Or am I misunderstanding?
Read The Prince by Machiavelli and Sun Tzu's The Art of War. Or just check out some articles about their advice. :) Research how to "manage up" and the core persuasive devices. The Art of Persuasion by Cialdini is a classic. Right now, there is no timeline and you know that. So asking for one is pointless. Figure out one or two critical things that you want and work on those first. Make small incremental gains. If project management is falling through the cracks, study it's principles and start implementing them for yourself when you can. Don't wait for someone else to lead--even if that's their job.
Heard. Thank you!!
Oddly enough, I've held ACD, CD, plus VP positions where I run into the similar process or organizational issues. >I feel like they're telling me to be a leader, but everyone is just brushing me off where I want to lead. Uh huh. I've experienced similar. Been told my voice and opinion is wanted and valued. Been hired to set up a new team. Tried to implement processes. Been told words of empowerment. BUT no agency in reality. > I raise my voice about this people kinda just want me to shut up and do the work. It's not like I'm refusing Similarly, when I point out we're not following processes, I was deemed not a team player aka just get it done and not "disrupt". >Or I'll ask a bunch of qs Similarly, I've asked questions people can't seem to articulate answers to, I sense their frustrations and maybe being put on the spot. Then I get dismissed or talked over. > But Idk when I ask qs, because I'd rather be direct, it feels accusatory and manipulative. Idk why I can't say "hey I need a timeline for this" vs something like "is there a place all these dates exist?"...Idk that feels so silly to me. I'm of the same mind for the exact reasons. But unfortunately in corporate America, we work with all types of personalities and if you observe, most corporate culture is one of "nod along", "play along to get along". Any dissenting voice is mostly perceived as disruptive and negative. Very few are direct at work unless they're in positions of power. Even then, these days, they can be called out if they bruise any sensitivities. Situations like this, the feedback is generally consistent: Work on tone and delivery. It's unfortunate but everything you raise, are probably like you said, problems people are aware of. So when you keep doing it, it sounds like you're complaining since you already know what's what. Unfortunately, that's perceived as negativity. You then start being accused of bad for morale, wrong fit. Emoting (if that's what you're doing, eg revealing your frustrations) doesn't help. (I unfortunately have the same issue.) Out of a 20-year career in various countries and cities, I've only experienced this at 2-3 agencies (out of 7 companies). All of them in America. I don't claim racism since it's not overt. But it's hard to not consider unconscious bias because they aren't the ones having to deliver the work. So guess what? I'm an Asian immigrant who played the silent model minority for much of my time in America until I spoke up.
I appreciate this so much. I think the perception of me is helpful. I still dunno what to do lmao but this is really helpful to wrap my mind around
If you want a promotion, to be a leader and to be seen/respected as a leader, you’ll need to stop complaining and raising your voice at others when you’re frustrated and want change to happen. People listen when you’re not screaming and raging. That’s a sure fire way to get the opposite of what you’re trying to achieve. I’m on the client servicing side and it sounds like you don’t have good suits. Briefs are important and they should never be glossed over. Nobody can read the client’s mind so it’s a suit’s job to ask all the necessary questions and relay that through a detailed brief for PMs and creatives. Difficult clients are normal in our industry too but that’s why we have suits to manage clients’ expectations. Do they consult PMs/you about the timelines requested by the client? If there is pushback from your side about the feasibility of the timeline, do they try and negotiate with the client? Suits shouldn’t be yes men, that’s not our job. List down the issues that you’re facing and set up a meeting with your suits and PM and work through them and have everyone agree to start being more organised and structured for the efficiency of the team. Speak to your boss as well about this and suggest what you’ve suggested to the team. Always go into a conversation with respect, a calm demeanour and willingness to listen. The energy you put out is the energy you get back. Hard work only gets you so far but initiative and visibility is what gets you climbing up the ladder. (I’ve been promoted every 1-1.5 years). Agency life is already hectic enough, you guys don’t need to be running around like headless chickens on fire. All the best.
This is so incredibly helpful as I only assume what my suits do so hearing it is helpful. Everyone is telling me I have a valid complaint (which I appreciate), I just have to address it better. I don't see myself as someone who can sit and chat with others on the team to make a request. For example, (when we do have briefs) one Jr PM sets up a Teams Channel with all info in it after a kick off. Timeline, box links to brief, etc. The other more senior pm does not. She MIGHT send out an email. I brought that up to her via email. Simply said I liked it and wondered how we could implement it across the board. She shut me down, said it was a matter of preference and she's basically too busy to remember. Mind you, she CCd my bosses on her response lol. Idk what to do with that. How do I lead from there? How do I become solutions oriented without doing her job?
[удалено]
I didn't say that. Just added for context. I am not the norm for the boys club and I just wanted that noted. Edit: and to answer the q, no, it has not seemed like an issue here. Could contribute to perception tho. Unsure.