Anonymous wrote:
Anonymous wrote:32, $190k. Manager in Corporate a'murica
My boss' boss' boss is 34 and clears somewhere around $700k. My old boss was 28 and cleared $250. I have a 40+ year old and a 50+ year old who report to me and make under $100k.
There will always be those who make more, and those who make less.... If you start comparing yourself you'll go nuts.
Yeh i know there will always be some who make less and others who make more. i guess, what i wanted was for people to share their experiences on how they got to make more at their age if they did so those who make less can learn from them
Most honest answers are probably a combination of shit dumb luck - being in the right place at the right time and/or a top tier qualification (MBA or JD) from a prestigious highly ranked university. Toss in a little hard work and you've got a formula. In my experience successful people like to discount the luck factor and instead focus on their hard work, but usually luck played a non trivial part. Indeed, for me, I'm on the cusp of promotion which will give me perhaps another $50K, and its almost entirely because I took a role with a fucked up business line and fixed it. That was part skill, part luck - people had quit and the opportunity to take on more responsibility just fell into my lap. Right place, right time....
Also, I think the inflection points in one career require different skills - being a top performer as an "individual contributor" requires perhaps technical skills and attention to detail. A top performer in a "manager" role involves influencing others and learning to leverage your team effectively. A top performer in entry level mgmt means mastering influence, elevating out of the details with staff you trust, and creating strategies and growth opportunities outside your immediate sphere of influence. I've found that the step functions at each of these steps is the hardest moment. If you feel like you've peaked - ask yourself if you are doing the things the next level up would be.
As a financial analyst is expect your manager demands quality analysis and work, but perhaps not that you set your own agenda or proactively identify gaps and needs in your org. As a manager, you'd probably be expected to do that. Most analysts who I see get stuck can't make that leap: they are excellent technically, churning out quality work - but they never quite master the art of identifying needs before they are asked. Some people call this "leaning in" (ugh) or "forward lean" or just "dealing with white space" or whatever, but the premise is the same.
Ask yourself: are you at one of these inflection points?
Some food for thought / advice.