Shine Star Project

[Tatsuya Deals]

The foundation of any great structure starts from a dream. Every successful individual must be armed with his or her dream ready to move in line of his dream and purpose. TSSP is a platform to reignite the dreams in the heart and life of Nigerians.

When you believe your dreams are achievable and attainable then you are sure of paddling towards success. The Shining Star Project helps you believe in you dreams just the way Joseph did to his dreams. We are in place to make you believe in your dreams and shine bright before the world.

Like the name of the project indicates we are committed to making stars out of people and make them celebrities. The shining stage is the end point of the project which is to bring as many as possible into the reality of their musical dream. Potentials are therefore given expression to shine forth to the glory of God and edification of the body of Christ.

In an era where there is a dire need for a restructuring of the gospel music genre, which of course has been characterised by individuals who lack opportunities to showcase their God given talents and also the capacity to handle exposure to fame and wealth. There lies in the bowels of Nigeria a lot of gospel artistes who yearns for a platform, where their musical grace could be showcased, a feat that the circular world enjoys.

The Shining Star Project is a project conceived by the Holy Spirit Himself to raise musical icons and stars. The project is aimed at making celebrities from the body of Christ, with an infusion of the light from the word of God through music and mentoring, which in turn would make them illuminate the dark areas of the ever dynamic music industry.

The First stage is getting information on and about The Shining Star Project just as you are doing right now. All the necessary information needed can be gotten on our website as well as our various social media links.

On reading through the provided information, interested persons can now proceed to the Registration page. A token of TEN THOUSAND NAIRA (N5,000) ONLY PAYABLE INTO THE TSSP BANK ACCOUNT THROUGH PAYSTACK is required to complete your registration.

REALITY TV SHOW. This stage sees Weekly exhibition of the contestants under the watchful eyes of life audiences. They will be Performing songs as given to them by their instructors. Advancements, probations and elimination can then take place based on their performances and the people's opinion through their votes.

GRAND FINALE. The final stage sees one man standing, at the end of the whole competition. The winner goes home with a car gift and a recording contract with a renown world class musical record label. Please note that all participants at the exhibition phase would be the central focus of the TSSP team. So whether you win or not you are certain on getting a huge platform to promote your God given talent.

Give your interviewer enough context to understand how challenging your role was. That said, be diplomatic when the challenge came from other people: badmouthing other people is a red flag and will trigger the interviewer to wonder if you were the problem.

(Result) They were convinced by my analysis and we were able to test and then launch. It was a huge success, as later measured by how many people used those local results and other global health metrics.

When I was a hiring manager I was responsible not just for giving a hire/no-hire decision, but also for \u201Cleveling\u201D the candidate. Leveling means making a decision about the person\u2019s seniority level (and hence compensation level).

I\u2019d start with a guess based on their years and type of experience, previous title, and where they\u2019d worked. But leveling product managers that way doesn\u2019t always give an accurate answer. If someone has six years of marketing experience and two of PM, how much does that count for? What about four years in customer support and five in product? Is senior PM at Zynga the same as senior PM at Google? I needed a way to sort this out.

A PM\u2019s level is really about their scope, autonomy, and impact. And my favorite way to evaluate that is with the question \u201CTell me about a recent project you\u2019re proud of.\u201D I\u2019ve found this to be a great way to understand how the PM has approached their job up to this point, and to probe for the potential to operate at higher levels.

At the junior end of the spectrum are PMs who have launched straightforward features. Someone else told the PM to build the feature, or it was the obvious thing to build. The PM was learning the ropes of product management\u2014figuring out which stakeholders to loop in, how to buffer engineer estimates, catching usability issues. The PM makes choices, but those choices tend to have a right answer. This is typically APM level.

With a little more experience, I meet PMs who figured out what their team should build. They\u2019re assigned a team, do customer research and/or data analysis, and consider their product\u2019s goals. There was an actual choice, with more than one option, and a reason for the direction they chose. At this level the PM starts to run into conflict, or at least pushback, because they are becoming the expert in their area and have a unique, useful perspective. This is typically the PM 1 / PM 2 level.

At the senior end of the spectrum (for individual contributors), PMs have found new opportunities and done what it takes to go after them successfully. This means they\u2019ve paid attention and spotted a customer problem or business opportunity that was being overlooked. They\u2019ve advocated for investing in that area. They\u2019ve convinced the leadership team to let them go after it, or found a clever way to test and launch. They drove the project forward and achieved successful results. This is typically the Senior PM level.

This might seem surprising\u2014don\u2019t more senior people make more correct decisions? Sure, in general\u2026 but when there\u2019s a clear right and wrong answer, that\u2019s the easy stuff. The hard stuff starts when you leave the land of \u201Cright\u201D and \u201Cwrong\u201D and enter the land of \u201Cit depends\u201D and \u201Coh I never thought of it like that.\u201D

So, in order to highlight your seniority, you need to focus on why your decisions weren\u2019t obvious. You need to build up all the reasons that smart people thought you should do something different\u2026 until you came along with new insights that convinced them.

By framing this as a problem, you\u2019re drawing the interviewer into the story and helping them understand why it\u2019s important. You can start with the larger problem that your overall product is solving, and then get into the specific problem that you want to tell a story about.

Draw a distinction between what you were handed and what problem you identified and prioritized. Did your boss hand you the fully formed project and you just executed? If so, this story isn\u2019t going to make you look very senior.

I think the epiphany is the most important part of the story for product managers. We\u2019re not drawing the designs or writing the code. We do some project management, but great project management isn\u2019t really valued. Our insights are how we uniquely contribute to the team.

Share the details of how you came to this epiphany. What\u2019s the key thing you learned or realized that kicked off your action? Did it come from customer research, data analysis, or somewhere else? What did you see that other people were missing?

Make sure to contrast your insights with the \u2018obvious\u2019 path. \u201CEveryone thought we should do X, but based on Y, I realized we should actually do Z!\u201D If you just did the obvious thing, anyone could have done it.

The action is the work you did to make it happen. Keep it short and focus on the things that you did that a PM with less experience wouldn\u2019t have done as well. Instead of listing out every step of the process, pick out the hard or clever parts.

It\u2019s okay to have setbacks and failures in the story, but those should be the middle of the story. If you\u2019re talking about a failed experiment, keep going and share how you iterated and had a successful launch later or how you used what you learned to avoid a similar problem at your next company.

(Epiphany) I worked with the engineers and found that we had all the technical components we needed, but the leadership team didn\u2019t trust the location information and didn\u2019t want to risk returning irrelevant results. I knew I had to find a way to validate the location information, so I dug in to the data and realized something amazing! We could compare the location information on queries that had an obvious location, like \u201CNYU bookstore\u201D to see how accurate it was.

I was kind of terrified to give my friend this feedback, but I had told him I\u2019d help him with a mock interview. Luckily he reacted well: \u201CWoah that\u2019s what it sounded like? That\u2019s not what happened at all,\u201D and he went on to explain more of what happened, how he\u2019d taken initiative, and why his decisions were actually good. I was relieved. But also concerned. I\u2019m not sure he would have gotten hired with the first version.

This is why I think it\u2019s important to practice your stories with a friend who\u2019s willing to put on the hat of someone who doesn\u2019t want to hire you. Most companies ask a variety of \u201Ctell me about a time when\u2026\u201D questions, so you can prepare ahead of time.

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