Angela Mangiapane’s Post

How to become a portfolio manager?

Collaborative execution at Tagvenue: my experience leading a team towards shared goals 🛠️ Over the past 5-6 years, I've evolved significantly in my role, and a key part of this journey has been understanding that execution is not just an individual effort, but a collective mindset. At Tagvenue, we embrace execution as a dynamic blend of team collaboration, accountability, and creativity! 🌟 Execution as a collective force: - It's about synergizing individual strengths to achieve common goals. - It thrives on challenging the status quo, ensuring that we're not just doing things right, but also doing the right things. - Execution is not synonymous with micromanagement. Instead, it's about clear accountability and empowering each team member to take ownership of their contributions. 🔍 Key Takeaways: - Execution bridges the gap between strategy and success, but it must be infused with creativity and innovation. - It demands adaptability and speed, enabling us to navigate challenges swiftly and effectively. - True execution is a balance between individual initiative and collective synergy. As I reflect on this, I realize more than ever that execution is a catalyst for turning visions into reality. It’s about being agile, adaptable, and aligned as a team! #daje🚀 🦆

My friend became a director at a Fortune 1000 company. She was previously a Senior Consultant at one of the Big 4. But after she landed the role, she reached out to me because she was afraid that she might not do well in the new role. This is something most people feel when they get promoted. Here’s how she overcame this imposter syndrome and how you can do the same thing: 1. We identified the 2-3 most important items to focus on in her new role that would have the most impact. 2. We created a 30-60-90 day action plan that broke down these goals into actionable steps. 3. She built a process to refresh her action plan every quarter so that she could keep building momentum. She’s now been in the role for 3 years and is loving it! Her team has grown and is having more impact on the organization than she ever imagined. You are not an imposter, you’re just adjusting to your new role. Create a plan and believe in yourself. 

At Sunrise Rev, our fractional services are based on hands-on execution that drives impact and results. If you’re juggling multiple priorities, our team can help you: •  Get a head start on executing your 2024 plans •  Laser focus on strategic priorities and build momentum in the new year •  Support your team with interim coverage or a temporary capacity boost Reach out to learn more about our fractional support options to help you stay on track.

📣 New Blog Post 📣 In our second blog post, LEAD Project Manager Joey Brantle reflects on a meeting with rockstar CONNECTer Benjamin Ryan Estell and the importance of relationship building in our work. Read and share here: https://lnkd.in/eqMdKYWM

It’s early October 2022. My phone rings and it’s my champion. What she said made my heart drop. “Salman, I’m leaving the organization.” I was working a large deal that I’d committed to the business and I hear this 3 weeks before end of quarter. I was sympathetic. But I was also shocked and puzzled as to what I was going to do. How I was going tell mgmt. The team and I had put months of effort in. Realizing now it’d slipped away. Once we ended the call I sat back and thought ‘wait a second’ Thought about all that the team and I had done to this point: 1- Established executive alignment early in the cycle our VP Sales to their Chief Innovation Officer. Our COO to their Chief Business Transformation Officer. My boss to their CIO. We’d aligned with them early and established a regular cadence to keep them up to speed throughout the evaluation. 2. Co-created a business case with our champion We qualified both the pain and the cost of inaction. We aligned it to an exec level priority. Added internal testimonials from a few teams that had seen tangible results. 3. A mutual action plan that was truly mutual stakeholders externally and internally Not an email thread but a mutual plan that was liveable and breathable where we could collaborate in near real-time as we navigated through the cycle I immediately began to feel more confident. I pondered everything I’d learned and experienced throughout my career. The importance of: - uncovering and aligning to power early - meaningful and purposeful multi-threading - not relying solely on a champion - Cost of Inaction > Return on Investment (note you should focus on ROI if it’s a key decision criteria for your prospect) - mutually building a business case with your champion, using their language - a mutual plan that’s actually mutual (not one-sided) What ended up happening? We aligned soon after with their executive team. Presented the business case. Ensured it aligned to what was most important to them and spoke their language. Closed the deal in quarter. Mission accomplished. …………………………… There’s risk in every deal until it’s signed and provisioned. Your entire cycle is pretty much risk mitigation. Shoutout to Keith Weightman for his post earlier today that inspired me to write this

Sometimes you need to slow down to speed up. 🏃♀️ This week was one of those weeks where the curve balls kept coming. ⚾ Truly every function I work with - technology, PMO, finance, PR, HR, strategy - hit me with something I hadn't considered, or needed to address. I had to resist the impulse to change course with every new request or piece of information. Should I be doing something different? How did I miss this? How should I respond? Do I even need to respond? The second guessing flew around my brain like debris in a tornado. What helped? Conviction. In the plan I laid out. Conviction in my team, and myself, to deliver. The dust settles and the finish line is clear and in sight. Slow and steady wins the race. 🐢

🎯 “In the realm of strategy, our team is not just a collective force but a strategic powerhouse. Each member brings a unique skill set, and together, we create a mosaic of talents that propels us towards success. 🔗 Our strategic roadmap is not just a plan; it’s a dynamic guide that adapts to challenges and opportunities. It’s a blueprint forged by data-driven decisions, innovation, and a relentless pursuit of excellence. 🚀 As we navigate the path ahead, let’s leverage our individual strengths to enhance the collective performance. Collaboration is not just a buzzword; it’s a strategic imperative that propels us forward faster and further. 📈 Metrics and milestones are our compass, guiding us towards our objectives. Let’s measure our success not just by what we achieve but by how efficiently and effectively we reach our goals. 🌐 Our strategic endeavors extend beyond the confines of daily tasks; they shape the future landscape of our success. In every project, let’s analyze, strategize, and execute with precision, ensuring that each action aligns with our overarching objectives. 🏆 Here’s to strategic synergy, data-driven decisions, and a future shaped by our collective brilliance. Our journey is a strategic narrative, written with the ink of planning, execution, and continual improvement. Onward, strategically!”

Once you get the buy in of the management, know that you will do excellent job

How do you make a decision regarding departmental priorities? ✏️ You make decisions base on the department target for the quarter, the number of team members,the kpi target for the year, most importantly putting all leads in the pipeline to priority and what it is looking like…