Zen - How to succeed at Microsoft is a presentation I developed geared towards new hires or anyone really looking to get some insight into where they are in their career. It's meant to be delivered not necessarily read, so some items may not be readily apparent but feel free to reach me if you have questions. Ahmad

1. career zen at microsoft Ahmad Mahdi – CISSP, CISM Information Security & Risk Mgmt ACE Infrastructure Services Team

3. Insight I can contribute as a manager at Microsoft for the last 5 years2

5. Managed four different teams

6. Results3

7. What’s the secret to success?(at Microsoft ANYWAY…) 4

8. Rate yourself… 5

9. Agenda 6 The Academic Scale D = Less than Average C = Average B = A bit better than some A = Better than most A+ = The best (aka Superstar) Credit: Mario Pipkin

10. Agenda 7 The “Real Life” Scale B+ = Less than average A- = Average (AKA Achieved) A = A bit better than some A+ = Better than most (AKA Exceeded) A+ and extra credit = The Superstar Credit: Mario Pipkin

12. Moving Beyond “Achieved” 9 Credit: Mario Pipkin

14. Align your desires with business direction

15. Communicate in terms of business benefit

16. Watch for trends and sudden changes in direction

17. Understand the “command” structure

18. Star gazing… (what are the “stars” on the team doing?)Credit: Mario Pipkin

20. Why is Microsoft obsessed with “passion”?

22. Helping others on the team – is expected

23. Continuous self improvement – is expected

24. Recognizing problems and solving them – is expected

25. Showing leadership – is expectedLet’s discuss…

27. Does your manager check your work?

28. What do you do when you make a mistake?Let’s discuss…

29. What are you owed? 14

31. Technical skills are important, but not enough by themselves any longer

32. Assess your interpersonal skills, leadership skills, organizational “agility” skills just as often

33. You must be “coachable”

34. You must be trustworthy, in big ways and small

35. Calculated risk taking is rewarded – acceptable failures are just that… acceptable.

37. Even if you’re not in a “management” role, you can still manage tasks and projects, to demonstrate leadership continuously

38. Also understand the different styles of leadership

39. Understand your manager’s likes & dislikes

42. If you are, you’re moving backwards… while everyone else is passing you by

43. Think… what new skills do you possess today that you didn’t possess six months ago? How about twelve months ago?

44. Are those skills transferable, useful, critical?

46. Technical leaders used to be promoted to people managers… however:

47. #1 reason people used to leave Microsoft was because of poor managers

48. Now, much more likely people are promoted on their ability to manage, the company has invested in managers through extensive training… still an ongoing process

49. Watch and learn, what is your manager concerned about?

50. Don’t ask “how am I performing in relation to person X”… ask “in your opinion, what are the characteristics of a blah” (where blah is level, commitment ranking, contribution ranking or other differentiator)

52. Build advocacy

53. Your biggest fan

54. Gives you the feedback you need when you ask for it

56. Answer:… not many

57. Bonuses & awards

58. Stock

59. Merit increases (maybe this year?)

60. Interesting work & challenges

61. Great team… great work environment… making your life easier

62. And one more…

64. Understand what you want, observe what others who have what you want do, than incorporate it into your plan

66. Be respectful

67. Disagree with their position, not with them

68. Base your argument on facts

69. However, this is not a democracy… understand what that means

70. Support the organization’s decisions once the debate has closed…

72. Wrap your complaint in terms that make it relevant…AND

74. Who don’t you trust?

76. Understand what motivates them…

77. Just because something is an “A+” priority for you, doesn’t mean it is for them

78. Be likeable.

79. Listen more than you talk

81. The lowest common denominator is an argument…

82. Even if you win… you’ve probably lost

83. Allow others to feel as invested as you are

85. Do you have a clear idea of what is expected?

86. Figure out how to tie your commitments to your personal goals… align them with the organization’s goals

89. Business justification

90. Employee readiness

92. What would those advocates say about you?

93. Are you thinking: “I’m not interested in a popularity contest”?

94. If you’re not your own biggest cheerleader, do you expect someone else to be?

95. Are you clear on what your role’s expectations are?

97. Mentorship

98. Strategic initiatives

99. Social groups31

100. 32 Contribution Rankings Intellectual Horsepower Problem Solver Initiative 20% Leadership Ambition 70% “Topped out” Not a team player Poor job “fit” 10% Weak Business Partnering Negative Attitude

101. Life’s too short… 33 Enjoy what you do!! If you want to chat… drop me a line: ahmadm