Management Launchpad - M9

Welcome to the Management Launchpad simulator #Module9!

You have now finished the Run a good PR, it is time to practice! Your answers will not be registered, this simulator is not meant to be a test. Take your time to carefully read the questions and the options before taking a decision. You have the freedom to navigate the simulator as you wish. Reading all the answers can help you reach a better understanding!

Click HERE to get started!

Management Launchpad - Run a good PR

Situation (1/3)

Your role

You are the lead of a Product team and have to prepare the PR for your team

Statement

Your team member, John, wants to evolve and you know that he’ll ask to be promoted to the level above. On your side, you are not convinced and think he is not ready to be promoted in this PR. You’ll have to explain why.

How do you manage this case and explain the no-promotion?

Question

A. It’s not easy but I have to prepare the reasons and explain him & design a development plan to achieve this goal in 6 months

Choices

B. I’ll tell him very transparently that I feel he is not ready and that HR team approve this decision

C. I am not comfortable so I won’t say anything, except if he’ll ask me directly

Management Launchpad - Run a good PR

Situation (1/3)

Your role

You are the lead of a Product team and have to prepare the PR for your team

Solution

You are correct As manager, you have to be courageous and transparent, so it’s important to not avoid the topic and make people understand the current situation and your decision. In this way, you have to prepare your review and give this feedback to help your team member to accept and be ready to work on his/her development plan.

✅ ➡

Statement

Your team member, John, wants to evolve and you know that he’ll ask to be promoted to the level above. On your side, you are not convinced and think he is not ready to be promoted in this PR. You’ll have to explain why.

Key Points

➡️ Take time to prepare and gather information (OKR achievement, seniority in the job, areas to improve, soft skills demonstrated…)➡️ Rely on the skills matrice to evaluate all the skills➡️ Read carefully the job complexity and explain what is the gap between the 2 levels and what is missing currently➡️ Stay factual, no personal judgement➡️ Ask help to your PBP to prepare, if needed

How do you manage this case and explain the no-promotion?

Question

A. It’s not easy but I have to prepare the reasons and explain him & design a development plan to achieve this goal in 6 months

Choices

B. I’ll tell him very transparently that I feel he is not ready and that HR team approve this decision

C. I am not comfortable so I won’t say anything, except if he’ll ask me directly

Next case ➡

Management Launchpad - Run a good PR

Situation (1/3)

Your role

You are the lead of a Product team and have to prepare the PR for your team

Solution

Statement

Your team member, John, wants to evolve and you know that he’ll ask to be promoted to the level above. On your side, you are not convinced and think he is not ready to be promoted in this PR. You’ll have to explain why.

You are close but incorrect! As manager, you have to be courageous and transparent, so it’s important to not avoid the topic and make people understand the current situation and your decision. In this way, you have to prepare your review and give this feedback to help your team member to accept and be ready to work on his/her development plan.

❌➡

Key Points

➡️ Take time to prepare and gather information (OKR achievement, seniority in the job, areas to improve, soft skills demonstrated…)➡️ Rely on the skills matrice to evaluate all the skills➡️ Read carefully the job complexity and explain what is the gap between the 2 levels and what is missing currently➡️ Stay factual, no personal judgement➡️ Ask help to your PBP to prepare, if needed

How do you manage this case and explain the no-promotion?

Question

A. It’s not easy but I have to prepare the reasons and explain him & design a development plan to achieve this goal in 6 months

Choices

B. I’ll tell him very transparently that I feel he is not ready and that HR team approve this decision

C. I am not comfortable so I won’t say anything, except if he’ll ask me directly

Next case ➡

Management Launchpad - Run a good PR

Situation (1/3)

Your role

You are the lead of a Product team and have to prepare the PR for your team

Solution

Statement

Your team member, John, wants to evolve and you know that he’ll ask to be promoted to the level above. On your side, you are not convinced and think he is not ready to be promoted in this PR. You’ll have to explain why.

You are close but incorrect! As manager, you have to be courageous and transparent, so it’s important to not avoid the topic and make people understand the current situation and your decision. In this way, you have to prepare your review and give this feedback to help your team member to accept and be ready to work on his/her development plan.

❌➡

Key Points

➡️ Take time to prepare and gather information (OKR achievement, seniority in the job, areas to improve, soft skills demonstrated…)➡️ Rely on the skills matrice to evaluate all the skills➡️ Read carefully the job complexity and explain what is the gap between the 2 levels and what is missing currently➡️ Stay factual, no personal judgement➡️ Ask help to your PBP to prepare, if needed

How do you manage this case and explain the no-promotion?

Question

A. It’s not easy but I have to prepare the reasons and explain him & design a development plan to achieve this goal in 6 months

Choices

B. I’ll tell him very transparently that I feel he is not ready and that HR team approve this decision

C. I am not comfortable so I won’t say anything, except if he’ll ask me directly

Next case ➡

Next case ➡

Management Launchpad - Run a good PR

Situation (2/3)

Your role

As manager of Sales team, you are running the PR. During this exercise, you have to announce compensation decision and know that some people won’t be satisfied.

You have to announce to Alicia, one of your team member that she won’t have a salary increase despite she expects one.

Statement

Question

How do you announce this news to Alicia?

A. I explain that I did my best for her but management & HR decide to not give an increase, by applying Qonto’s rules

Choices

B. I explain the guidelines of the exercise and hope it’ll be for next time

C. I explain that I made this decision regarding her global performance, the compensation’s policy and the budget constraint

Previous case

Next case ➡

Management Launchpad - Run a good PR

Situation (2/3)

Your role

As manager of Sales team, you are running the PR. During this exercise, you have to announce compensation decision and know that some people won’t be satisfied.

Solution

You are close but incorrect! As a manager, you participate and assume the decision. you need to explain to your team members the reasons and keep them motivated for the next months.

❌➡

You have to announce to Alicia, one of your team member that she won’t have a salary increase despite she expects one.

Statement

Key Points

➡️ During the compensation cycle:

• Make sure team members are aware of the process and compensation principles
• Give your advice and discuss with the budget owner manager

➡️ During the PR, make sure to run a good restitution:

• Remind the principles of this exercise
• Link to individual performance
• Link to his/her salary positioning into our salary grid
• Link to the previous raises

➡️ At the end, let the team member express his/her feelings ➡️ Give him/her positive perspective, evolution, support etc. to engage him/her for the next months

Question

How do you announce this news to Alicia?

A. I explain that I did my best for her but management & HR decide to not give an increase, by applying Qonto’s rules

Choices

B. I explain the guidelines of the exercise and hope it’ll be for next time

C. I explain that I made this decision regarding her global performance, the compensation’s policy and the budget constraint

Previous case

Next case ➡

Management Launchpad - Run a good PR

Situation (2/3)

Your role

As manager of Sales team, you are running the PR. During this exercise, you have to announce compensation decision and know that some people won’t be satisfied.

Solution

You are close but incorrect! As a manager, you participate and assume the decision. you need to explain to your team members the reasons and keep them motivated for the next months.

❌➡

You have to announce to Alicia, one of your team member that she won’t have a salary increase despite she expects one.

Statement

Key Points

➡️ During the compensation cycle:

• Make sure team members are aware of the process and compensation principles
• Give your advice and discuss with the budget owner manager

➡️ During the PR, make sure to run a good restitution:

• Remind the principles of this exercise
• Link to individual performance
• Link to his/her salary positioning into our salary grid
• Link to the previous raises

➡️ At the end, let the team member express his/her feelings ➡️ Give him/her positive perspective, evolution, support etc. to engage him/her for the next months

Question

How do you announce this news to Alicia?

A. I explain that I did my best for her but management & HR decide to not give an increase, by applying Qonto’s rules

Choices

B. I explain the guidelines of the exercise and hope it’ll be for next time

C. I explain that I made this decision regarding her global performance, the compensation’s policy and the budget constraint

Previous case

Next case ➡

Management Launchpad - Run a good PR

Situation (2/3)

Your role

As manager of Sales team, you are running the PR. During this exercise, you have to announce compensation decision and know that some people won’t be satisfied.

Solution

You are correct As a manager, you participate and assume the decision. you need to explain to your team members the reasons and keep them motivated for the next months.

✅➡

You have to announce to Alicia, one of your team member that she won’t have a salary increase despite she expects one.

Statement

Key Points

➡️ During the compensation cycle:

• Make sure team members are aware of the process and compensation principles
• Give your advice and discuss with the budget owner manager

➡️ During the PR, make sure to run a good restitution:

• Remind the principles of this exercise
• Link to individual performance
• Link to his/her salary positioning into our salary grid
• Link to the previous raises

➡️ At the end, let the team member express his/her feelings ➡️ Give him/her positive perspective, evolution, support etc. to engage him/her for the next months

Question

How do you announce this news to Alicia?

A. I explain that I did my best for her but management & HR decide to not give an increase, by applying Qonto’s rules

Choices

B. I explain the guidelines of the exercise and hope it’ll be for next time

C. I explain that I made this decision regarding her global performance, the compensation’s policy and the budget constraint

Previous case

Next case ➡

Management Launchpad - Run a good PR

Situation (3/3)

You are a manager of a Finance team and you need to share a constructive feedback.

Your role

Andrea, one of your team member, is very reliable, rigorous and works well. But you find that he should be more proactive and improve his communication with stakeholders.

Statement

Question

How will you tell him and write it in the PR form?

A. I’ll first start with positive feedbacks and thank him, and then share this topic as something to work on with concrete plan

Choices

B. I am comfortable to say orally but I won’t write it in the form

C. I need to be transparent with him so I’ll tell him to begin and write it as improvement, and then end the conversation with positive feedbacks

Previous case

Management Launchpad - Run a good PR

Situation (3/3)

Solution

You are a manager of a Finance team and you need to share a constructive feedback.

Your role

You are correct As a manager, we always encourage you to share constructive feedback, in a proper way to keep motivation and trust.

✅➡

Andrea, one of your team member, is very reliable, rigorous and works well. But you find that he should be more proactive and improve his communication with stakeholders.

Statement

Key Points

➡️ Be coherent between oral and written feedbacks ➡️ Always start by positive feedbacks, what works well ➡️ Give your constructive feedback with facts, example ➡️ If needed, design a development plan, with your involvement (solution oriented) ➡️ Wrap up with kindness, and encouraging words ➡️ Show that you are supportive

Question

How will you tell him and write it in the PR form?

A. I’ll first start with positive feedbacks and thank him, and then share this topic as something to work on with concrete plan

Choices

B. I am comfortable to say orally but I won’t write it in the form

C. I need to be transparent with him so I’ll tell him to begin and write it as improvement, and then end the conversation with positive feedbacks

Previous case

Management Launchpad - Run a good PR

Situation (3/3)

Solution

Solution

You are a manager of a Finance team and you need to share a constructive feedback.

Your role

You are close but incorrect! As a manager, we always encourage you to share constructive feedback, in a proper way to keep motivation and trust.

❌➡

Andrea, one of your team member, is very reliable, rigorous and works well. But you find that he should be more proactive and improve his communication with stakeholders.

Statement

Key Points

➡️ Be coherent between oral and written feedbacks ➡️ Always start by positive feedbacks, what works well ➡️ Give your constructive feedback with facts, example ➡️ If needed, design a development plan, with your involvement (solution oriented) ➡️ Wrap up with kindness, and encouraging words ➡️ Show that you are supportive

Question

How will you tell him and write it in the PR form?

A. I’ll first start with positive feedbacks and thank him, and then share this topic as something to work on with concrete plan

Choices

B. I am comfortable to say orally but I won’t write it in the form

C. I need to be transparent with him so I’ll tell him to begin and write it as improvement, and then end the conversation with positive feedbacks

Previous case

Management Launchpad - Run a good PR

Situation (3/3)

Solution

Solution

You are a manager of a Finance team and you need to share a constructive feedback.

Your role

You are close but incorrect! As a manager, we always encourage you to share constructive feedback, in a proper way to keep motivation and trust.

❌➡

Andrea, one of your team member, is very reliable, rigorous and works well. But you find that he should be more proactive and improve his communication with stakeholders.

Statement

Key Points

➡️ Be coherent between oral and written feedbacks ➡️ Always start by positive feedbacks, what works well ➡️ Give your constructive feedback with facts, example ➡️ If needed, design a development plan, with your involvement (solution oriented) ➡️ Wrap up with kindness, and encouraging words ➡️ Show that you are supportive

Question

How will you tell him and write it in the PR form?

A. I’ll first start with positive feedbacks and thank him, and then share this topic as something to work on with concrete plan

Choices

B. I am comfortable to say orally but I won’t write it in the form

C. I need to be transparent with him so I’ll tell him to begin and write it as improvement, and then end the conversation with positive feedbacks

Previous case