Checking in on personnel (long email)

podesta-emails 913 words email

P17 D6 V16 P22 V11

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Hello John, I wanted to give you an update on Jeremy and managing director role. I'm writing this all down (hopefully articulately) because I need a gut check. First, I didn't understand from the interview process where Jeremy's skills actually were. I thought he knew how to manage and knew how to get things done, and I thought that he would bring a high level of expertise in thinking about policy and policy outreach. But, on both counts, he's at a fairly junior level. He probably could eventually get there on both, but it will take time. Further, he's someone who needs a good deal of direction and he doesn't understand how to figure out how to get from A to B on his own. And, he thought the job was a place for him to learn these skills, so he's really frustrated with me and doesn't understand why I've expected him to know how to do things that he doesn't know how to do. In my view, this isn't good for our organization, especially without you. He needs to be in a situation where someone has the time and patience to work closely with him to get the skills he would need. To put it into other terms, it's akin to me hiring an economist with the expectation he would know how to run regressions and have the depth of knowledge to write briefs on what the GDP data mean. But when the person joined the team, I learned that he's really excited to learn about how to run regressions and eager to talk to me about how to learn about what GDP might mean. I use this example because what I now see that I failed to discern in the interview process was whether Jeremy had the skills we needed; with an economist, I've learned how to find out if they are just throwing around the word regression in an interview or if they actually know how to do the work. Jeremy said a lot of words that I misinterpreted and misunderstood and I need to focus on asking better questions. I've talked to Joe and will talk to Carmel about next steps and I'm open to suggestions. Second, I could use guidance on Sarah. After you and I talked, I thought about it and decided to reach out to her to see if she would consider taking back on the managing roles she was playing. She's open to it; however, I mentioned the idea to Joe and, to say the least, he's not enthused and thought that people will "question my judgment" if I did that. Yikes. Sarah is a diamond in the rough; I see her genius, but her edges are sharp and she's not (yet?) self-aware of what she needs to work on. She can get us organized, keep us on track like no one else — she's extremely good at that — but, if we keep her on, I will need to work with her to help her become more organizationally effective and, while I'm optimistic, I also have fears. The part of me that really likes Sarah and sees her talent wants to try, but I also have a lot of questions and there's no one at CAP who's on her side, which really worries me. I need to feel that CAP has our back and wants us to succeed and I fear that taking her on will discourage that. I could use advice on this. Third, having said that, if we can hire Ed, I'm thinking he may have the skills to help me with her. Do you agree? You know him better than I do — am I putting him on a pedestal? CAP is asking him to take a pretty big pay cut from where he was when he left CAP ($22k below where he left). My gut is that Ed can play the senior partner role I need, that he can help with the CAP relationship, and that he can help me with Sarah and so we should do what it takes to get him. But, I also know I'm feeling vulnerable and understaffed at the senior level and I could use a second opinion to make sure that I'm not looking at him through rose-colored glasses. Finally, I met with Ira. He's awesome. Could he be our (interim) chair? I talked to Phil and David and they are great, too. But Ira's in town, wants to help, says he has the time for me, and gave me a ton of what I thought was great advice. Thank you so much for the introduction. Long email = over. Thanks for listening! Best, Heather ^^^^^^^^^^^^^^^^^^^^^^ Heather Boushey Executive Director and Chief Economist Washington Center for Equitable Growth 1333 H Street, NW, 2nd Floor Washington, DC 20005 [email protected] www.Equitablegrowth.org Desk: (202) 741-6247 Twitter: @hboushey