senior director microsoft level

Skip-levels will not tolerate people who are not team players.Finally if your manager is new or at your level, the strategy is the same. How bad is this? Get yourself a formal or informal mentor who is already doing what you want to be doing. If you're saying "Ah, dude, my boss is in the way of my promotion" then all I have to say is "Duuuude, your boss is the way to your promotion." Specifically, what did they accomplish, and what contributions do you see them doing to justify their promotion? Rather nice site you've got here. For some teams - especially those like Office with few departures release-to-release resulting in level compression - that's a rough bunch. It's because you were playing catch-up to Apple, and playing Machiavellian games with the media companies instead of working on the issues that your customers were complaining about.When will MS learn this lesson? Apple's about to ship Snow Leopard with no new features. What I think may be worthwhile is understanding the circumstances of those anomalies and figuring out why they occur and how to "incent" management to ensure that they don't occur. The higher you go, the longer it takes. And when the time comes, putting you up for a promotion to L63 is the first time your boss will be challenged by your skip-level and by your Aunt and Uncles (your boss's peers) about one of your promotions. at But they don't have the same visibility that your manager has in your specific org. Nothing you do is good, all you get is criticism. But that's kind of the point -- simplify your approach. First, self criticism to identify weaknesses. What worked well and what really horked things up for you? if they'd only stop doing X and start doing Y on a sustained basis, I could see it Microsoft: Citi Cuts Ests, Target On PC Slowdown. Or at least, more transparent feedback was communicated so you had a real idea of where your career was heading. If you are considering leaving your team (or Microsoft) but think you could be persuaded to stay, be careful about how you present this to your manager. You are employed by Microsoft's shareholders. It makes a difference in your relationship. Microsoft senior leadership team under Satya Nadella Tech Here are the most important execs at Microsoft under Satya Nadella Jordan Novet @jordannovet Key Points Microsoft's executive team. Salesmanship is extremely important. I had an expectation to become principal this year. L68 is partner, or you may see GM. We had a strategic plan for getting me the visibility with the higher-ups that I needed.My promotion to Level 65 during the last annual review period was clearly the hardest. I also agree with the promotion-on-transfer point. Promotion to 63 happened to me 2 years ago when I helped ship Office 2007. I came in at 58 (9) and having been through a) I wish I had gone through b). As for my own history, successful strategies have followed 3 major buckets:From 59 --> 62 (I started as a 10 in the old system) I simply kicked ass and took no prisoners. Now read over your answer. Absolutely not Definitely yes 3 1 David Lean Worked at Microsoft (company) (1990-2009) Upvoted by Jack Schofield , Computer journalist who has covered Microsoft for 35 years. clinical research associate entry level jobs near me; new laws for first time violent offenders in louisiana. You are now 20% closer to promotion just by a day of work :). Own your brand. Don't be afraid to talk to your skip level manager regularly in such a situation, not to get promoted but because he can better help you grow.4. Sign up on LinkedIn and join the Microsoft Employees or ex-MSFT employees groups and then you'll see them posted. All the money making groups cut 10% of the work force. This is a great topic! As long as that's the case, I doubt anything would change.The method that this is done is troubling also. Leadership, for instance. Eng, Go to company page My management tells me that this is normal and 2 years is "aggressive", but this is getting frustrating for me. Because, except on the rare occasion, Microsoft and your team isn't going to change. As a L64 I find getting to 65 quite a wall. But if you think you should be promoted and your manager doesn't, you shouldn't sit and seethe -- you must understand what it will take. Find out if you have a positive trajectory in the stack ranking. But coming back is a HUGE IF, since I can't see ever going back the that cesspool of stupid. Even with all good intentions, they can even be ineffective mentors (although I still highly recommend the mentoring program, as long as you change your mentor every year). So honestly, what is your boss's answer about if you'll reach L63? Both job switches came from conversations I had with former co-workers or former directors. but I have to disagree with this statement.While it is true that it is difficult for managers to say what *exactly* an employee should do to get to the next level, it *should not* be impossible to list what experiences/qualities/results will qualify him to be a *strong* candidate for promotion to the next level.And this should not be that difficult - it is just a matter of syncing up with the peer leads, and dev manager, and discussing what their perception of an L63 is vs l62. Worked my ass off and finally get recognized as Snr contributor. This is a good list. I basically just hoped that hard work would get me ahead. If they can, pay attention: They don't even know the area as well as your superiors, and you need to spend more time covering your bases. Are you sure you know what your boss wants? In fact, every boss I've had has told me that I was the most frustrating employee they've ever had, mostly because I ignore half the things they ask me to doAnyhow, here's my advice: do a good job.That's it. Microsoft is a Technology Giant and has been the biggest Technology Company in recent years. Last August (different group), I received a dreaded "Limited II", in spite of my manager telling me that he didn't actually think I was in the "bottom 10" at Microsoft, but that the devil made him do it (so to speak) and that it was a "no-brainer" for him. Senior Director Global Supply Chain Management transformation Supply Chain Operations SA Juli 2022-Heute9 Monate Lausanne Metropolitan Area Principal Consultant for an international. Being a TS can work the same way. an ex-manager used to tell me, if the org needs him to sweep the floor, he would ensure that he would be the best sweeper in the world (no offense to my janitor friends, just an expression). It's a matter of human nature for most people not to want someone else to pass them up. and hey if it backfires (eg the mgr flips), I can always take the offer at hand and leave MS.thoughts? Successful people looooove to expound upon the secret to their success. Third, working on that weakness DAILY (but not exclusively) until they overcome it. I guess they are fallible humans too. Level 61 - overseas. If he thought you were trouble already, though, telling him you are thinking about leaving is like asking for a ticket out of there.7. Ready? That's the easy way out. -- Business Transformation Executive with demonstrated experience in managing and implementing large transformation programs through all levels of the organization in order to build growth, grab new market opportunities or reduce costs. - Building on Solid experience in Functional roles (Sales, Marketing, Delivery Operations) to drive those programs - Sales Oriented Business . My manager and I had a plan to influenc that person and it worked. I think one of the things that is frustrating is how opaque the promotion system really is. The person who puts you up for promotion and has promotion conversations with your skip level. Up until L63, you can pretty continue to be promoted based on raw talent to get things done smartly and efficiently. How accurate is this most likely Total Pay range (base + additional) of $396K-$652K/yr? ;) I have one thing to add that might help some. Do you know why? There is a comment about reporting to someone who is the same level as you are. . Being irreplaceble is bad because you spend more times on coding/fixing bugs and there is less time to work on your visibility. As a member of the Microsoft UK Senior Leadership Team, Olaf leads Microsoft's retail and consumer goods . I work in MSN and we still have no way to know the levels of our peers. It's a good time to flip back through that. you need to hit the pause button for one big time-out regarding where you are, where you're going, and what needs to change. And don't beleive your boss if they say otherwise. That figures. Owning big features, knowledge about code base, ability to help your peers - irrelevant. They came from "hot" product teams. One, we bill customers higher for higher levels and we call everyone 'highly experienced' or even an 'architect'. You want to be more efficient, smarter than him. But the clarity I have through the rear view mirror is staggering -- I was defining myself by what a bunch of poorly skilled managers thought, in a company that hadn't moved it's stock price in seven years. Levels are a bit easier to achieve in MCS. For example, some are principal individual contributors that just stayed for too long in a group and became essential, but now want to move on and cannot do that, either because their skills are obsolete or because they simply cannot go to a new startup team at such high level without any management responsibility, and they are untested managers. There are the clear execptions and I think you can see this more on the engineering side than sales and marketing.One other piece of advice - be mindful of the impression you make on your bosses peers and others in senior levels of the organizations. Eventually, their team will remove itself from his control through internal transfers to teams with better managers, and the asshole ends up getting canned in a re-org if he doesn't see the writing on the wall and use his Apple resume entry to jump to some other company.The fact that you praise someone for "junk yard dog mode" shows me that Microsoft has a fundamentally broken corporate culture, and that you are part of the problem.-jcr, Think of the guy in the other companyI don't like where this is goingThat is the guy to beat.No, No, NO!Think of the customer, not the competition! Most organizations will do promo/slate through a consensus/stack rank process. Any suggestions on how to focus on this. How? You first have to be truthful with what direction you're going in and where you actually are trying to head. You don't get your money by snatching it out of Google or Apple's hands, you get it by convincing your customers to hand it to you.Do you want to know why Vista is such an unmitigated disaster? Second, the perspective of a different team helps you generalize about best practices and what works and doesn't work. There's a reason why they had the kind of brand loyalty that Microsoft can only dream of.Success in business comes from serving your customers, not about beating your competition. * One final important thought that hasn't been mentioned here and that is very dear to my heart is one that is not only specific to 63 but also to 65+, 66+, and 67+, and it is about moving up when you are a female at MSFT. If youre not displaying them at the current level why would your manager expect that youll suddenly start to display them at the next level?2. But the opportunities I see doing X seem to be compelling from a financial and growth standpoint. Also, the way you achieve your commitments does affect the perception and recognition of your efforts. Staff Software Engineer, Google Cloud Platforms, Senior Staff Software Engineer, Infrastructure, Principal Engineer, Developer Platform Systems, Senior Software Engineer, Mobile (Android), AR. Senior directors are tenured members of an organization who are considered part of the leadership or executive team, in which they represent their department or division. Then, he told those have been canceled. About Top-performing Senior Director in Digital Strategy & Commercial Development, with 25 years success in top-tier business across new Tech, data and digital in many sectors driving strategy,. Thats a very helpful answer. I'm surprised it lasted as long as it did in some ways. Get a free, personalized salary estimate based on today's job market. Only 1 of the 4 [sic]s were legitimate. Mini, all those aspects you list are also present at L62, L65, etc. 5. On the subject of switching teams: It's completely possible to move up by being really good exactly where you are, in most cases. It is my observation that the most common place we see disillusioned learners in the product groups at MS is at level 62. I am not saying the manager is trying to sabotage, but when push comes to shove will you get the impactful project. You may not need them to get from 59->60, but if you're good at them, it'll make your rise much quicker. >Apple's about to ship Snow Leopard with no new features. I suspect they'll make it someone's job to fix it, because it is widely held as a good idea in the company right now. Mar 26, 2018 2 Let's apply that stick to cronyism and punishment based management practicies. If I ever do decide to come back to MSFT, I will do so as a level 68+ and nothing less. I think there's only one thing I would add, from the perspective of having been promoted from L59 to L64 in a 6-year period in one org (I left MS in 2006).Sometimes things within an org will turn to complete crap, and either there's not an option to leave or you may not want to. You will never get your promotion on a silver platter. Great post! Show me you can do this and want to learn more and you'll be on my radar as a possibility.6. And, ironically, some titles make your manager automatically have to adjust your level after a certain time, in order to comply with certainly HR guidelines.- Buy your principal a coffee, hear everything, and dont follow everything. Add your salary anonymously in less than 60 seconds and continue exploring all the data. That didnt happen by chance alone. Weirder sh*t has happened before. Duuuude, your boss is the way to your promotion. This number represents the median, which is the midpoint of the ranges from our proprietary Total Pay Estimate model and based on salaries collected from our users. Taking the easy escape out like that, you are more likely to get into the same situation at other companies. If you are within striking distance of level 63 in the next few years, then consider yourself VERY fortunate. Senior->principal->partner are the level bands, 63/64->65/66/67, 68/69/70. RIF in the SQL team? Maybe one boss likes to see a lot of code written, and another settles for less code, but fewer bugs. Full stop. So far, we all appear to have jobs, but man, what a shocker, I thought ours was one of the more stable teams.Not sure what happens to our Director, he seemed a bit shocked himself when he delivered the news today. Let's compare answers answer is: your boss. In the beginning, I volunteered for these tough areas that no one else wanted and over time, my brand became the fix it guy. If you send a brownbag invitation to your VP level group then you know your VP is getting it. Your Team: you have to be able to understand why the L63s and L64s are where they are. I have to agree with a few that have posted already. And as my experience shows, many teams do not even staff a senior. Some are exceptional at one, and passable at others. Or you wait until you get escorted out.I dont know what the final outcome of my situation will be but I expect in the end, I will think it was for the better.Good luck to all in your Microsoft careers, but pay attention to the levels, CSPs and how stack rankings work. They just plain resonate. I'm interested in reading your perspective and what advice you'd give to someone new to the company looking at a career path similar to your own. For context, I have always been "exceeded" or "high achieved", If you want to dig a bit more around job titles which gives you an idea of someones level or the dispersion of a team, remember that the title you see in Outlook is not the real title, its just the address book title. Experienced sales manager with skills in strategy, lead of direct reports, developing sales forecasts, products pricing and launching new products to the marketplace. Proven abilities to manage key account relationships and large-scale projects. Experienced in presenting to executive senior management, meeting with customers at CxO level and coordinating salesmen's Activities. <br . A Senior Director gets a basic salary package of $190,000, which gets as high . I basically lost 5 years of growth due to a bad manager and my own unwillingness to own my career. agree with positive suggestions here. Thanks. did this post dieNo, the Mini-Electronic Brain did. Yet, I know that a friend just got one. So far, I haven't been successful. I will mis-direct and confuse you with hearsay. Additional pay could include bonus, stock, commission, profit sharing or tips. I influenced the features, I lended my expertise on them, and I learned about the customer - all this way before the spec'ing phase. Learn how this feature works. Tips for getting them on your side:1) Ask for Exceeded. If I was looking at reducing costs this isn't exactly where I'd set my sights first but again this is Microsoft we're talking about. However, the results show that the vast majority of dev/test/pm will make level 63 and in a reasonable timeframe. This makes it very easy to feel underleveled, because the 6 people that started 3 weeks before you might take up the 2 promotion spots available per year for 3 years (numbers all made up).You also, at least in my experience, aren't really given feedback on when you're performing at a level that *could* be promoted. In spite of it, I've been promoted 8 times in 12 years. Given all that, the two things that are key to promotion are:1) Your relationship with your skip level manager. The estimated base pay is $243,438 per year. I take a creative approach to accelerating business transformation as a . By then I had already already set up several clients as in independent consultant, so I declined to stay. The point here is that I have more than once seen folks that were very talented and super stars get bumped for someone less talented but more vocal. It takes a little time to get on your skip-level manager's radar. Who cut and paste buggy shit all over the codebase and don't know some of the things that a good L62 should know. Once they successfully cross the chasm theyll start over on the typical S-shaped learning curve at the new level again. Promotion budgets of 65 and above has been kept intact.Can somebody from HR confirm this?If true then this post is quite untimely. Alternate to your left hand appropriately when tired. I'm there. I know devs who got there without doing anything substantial but their manager was nice and there was no competition.In short, Level 63 to me is not important and I really dont respect 63s unless they I've interacted with them.Level 65+ is another story and are devs who have the stuff almost always.- Someone at Level 62. the higher you go, the bigger deal this is - at least to where i have gotten.Finally, not everybody will be good in every role. They literally lived in GM's office for half a year to get the promo from L64 to L65.3. Someone that 20 years ago made something as complex as Notepad may today be a VP, whereas if you make Notepad today you may not even get a pat on the back. I'm a level 66 dev (architect). All of us have been asked to move to India by our parent company. Given that quite a few Microsofties are going to find themselves locked into their current group for a while, the ability to succeed by swinging on the vines to a new group is going to be rare. If it does, are you demonstrating success at that next level already and do people know about it? Don't obsess over what is in front of you. And I appreciate you screening out the non-productive whining posts. Same applies if you started your career in Test. Do a search for people in those groups in NYC area and check their status to see who is hiring. I was in a group that was reorging constantly and there were frequent management changes, so it took all of the political skill I'd developed over the years to focus my GM on giving me that fucking promotion. I work in MSN and we still have no way to know the levels of our peers. I'm now past my time that I can recruit away from MSFT after leaving some time ago. I haven't seen one single person getting hired below L63 in my group during last year. Success breeds Success: I remember reading an article about an extensive study to determine the best predictor of a stocks price tomorrow. You can be a genius of blinding brilliance, but if you come from a boring product team, you "don't have much potential". One of my august colleges uses the analogy of a trapeze artist. For many in our sub, MCS seems to be the place of incompetent managers and just a pitstop to somewhere else. If so, then you're going to have a hard time finding senior IC spots anywhere. Ability to solve problems independently is bad because if you don;t ask for help it reduces your visibility. If you think you will follow the management career path then get in such role as early as possible. Popping out of the pack in peer reviews may take some time so you have to be diligent, consistent and never give up. So a sub role at L61 = corp L63 and vice versa.So from a sub perspective:L58 and below are relatively junior roles where you have zero influence outside of meeting your commitmentsL59 -> L60 is a tougher jump. I would love to be above 60much less 63. You might be too smart or have ideas that come from somewhere outside of Redmond which makes you very dangerous and not Microsoft material. Remember the "how".All the things Mini mentions do translate further up in levels. I thought changing groups would help me get promoted faster however all it did was make me resart from ground zero with each group. Perhaps someone can explain to me how you get successfully promoted without your boss's support. Why? Repeat. With wide-eyed wonder he asked WHAT? I said whatever the @#$% your manager most needs you to do!6. If you're not an Absolutely! I'm just going to try and emphasize a few points here:* As mentioned by many folks, it is important to own your career and hence plan you promotion, discuss it with your manager, and most importantly follow up on it. Amazon After that, I was given a team that was dysfunctional and the most problematic area of the product - now its the area that customers rave about and the team is running smoothly.The bottom line is that takes (1) very hard work (2) you need to build your skills (3) personality to drive the solution in spite of the process and (4) demand excellence from others - including managing out those that will never deliver quality (some folks are net losses to the team).I always hear the whining from folks that get stuck at level 62/63 but when those tough challenges are out there, they don't volunteer and they certainly don't go looking for the biggest challenges. This can play a bigger role even than how many times you broke the build, caused a bug, etc. Maybe." Candidates with evidence of effective teaching will be given preference. And in your answer, there's a kicker follow-up: not only what you need to do to justify being promoted to L63, but to succeed in comparison to your L63 + L64 peers. Your level is essentially recognition of your circle of influence or radius of your contribution.