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Book Summary
Book Summary
3 Big Ideas
A summary of the big ideas from The Making of a Manager What To Do When
Everyone Looks To You by Julie Zhuo:
A Managers job is to build a team that works well together, support
members in reaching their career goals, and create processes to get
work done smoothly and efficiently.
A manager is a specific role. Leadership is the particular skill of being
able to guide and influence other people. While the role of a manager
can be given to someone (or taken away), leadership is not something
that can be bestowed. It must be earned. People must want to follow
you.
Being a great manager is a highly personal journey, and if you don’t
have a good handle on yourself, you won’t have a good handle on how
to best support your team.
People will forget what you said, people will forget what you did, but people will
never forget how you made them feel.
When managing managers, success becomes more and more about mastering a few
key skills: hiring exceptional leaders, building self-reliant teams, establishing a clear
vision, and communicating well.
1 Top Takeaway
💡 Your success managing others is dependent on how well you can manage
yourself.
In the Making of a Manager, Julie Zhuo shares important insights about how
managers need to invest deeply in their personal skills. Self-awareness of your
strengths, your values, your comfort zones, your blind spots, and your biases.
To do this Julie Zhuo shares her personal experience with executive coaching. This
enabled her to be more aware of her "triggers" and find ways to manage those better.
What is Management? 🤔
Managing Yourself 🪞
What is Management? 🤔
Management is a deeply human endeavour to empower others.
Most managers are not CEOs or senior executives. Most lead smaller teams, and
sometimes not even directly. All managers share a common purpose: helping a group
of people achieve a common goal.
Running a team is hard because it ultimately boils down to people, and all of us are
multifaceted and complex beings.
The manager's job is to build a team that works well together, support members in
reaching their career goals, and create processes to get work done smoothly and
efficiently.
This is the crux of management:
It is the belief that a team of people can achieve more than a single person going it
alone. It is the realization that you don’t have to do everything yourself, be the best at
everything yourself, or even know how to do everything yourself. Your job, as a
manager, is to get better outcomes from a group of people working together. It’s from
this simple definition that everything else flows.
You can be the smartest, most well-liked, most hardworking manager in the world,
but if your team has a long-standing reputation for mediocre outcomes, then
unfortunately you can’t objectively be considered a “great” manager. Never forget
what you’re ultimately here to do: help your team achieve great outcomes.
The Making of a Manager explained that a manager has three jobs:
1. Ensure that your team knows what success looks like and cares about
achieving it.
My report and I regularly give each other critical feedback and it isn’t
taken personally.
This is an important distinction because while the role of a manager can be given to
someone (or taken away), leadership is not something that can be bestowed. It must
be earned. People must want to follow you.
A manager who doesn’t know how to influence others isn’t going to be particularly
effective at improving the outcomes of her team. So to be a great manager, one must
certainly be a leader. A leader, on the other hand, doesn’t have to be a manager.
Great managers should cultivate leadership not just in themselves but also within their
teams.
Your job as a manager isn’t to dole out advice or “save the day”—it’s to empower
your report to find the answer herself.
What gets in the way of good work? There are only two possibilities.1 The first is that
people don’t know how to do good work. The second is that they know how, but they
aren’t motivated.
- Andy Grove
Julie Zhuo's One-On-One Tips:
I recommend no less than a weekly 1:1 with every report for thirty
minutes, and more time if needed.
One-on-ones should be focused on your report and what would help
him be more successful, not on you and what you need.
Rare one-on-one face time is better spent on topics that are harder to
discuss in a group or over email.
The ideal 1:1 leaves your report feeling that it was useful for her. If she
thinks that the conversation was pleasant but largely unmemorable,
then you can do better.
Discuss top priorities: What are the one, two, or three most critical
outcomes for your report and how can you help her tackle these
challenges?
Share feedback:
What feedback can you give that will help your report, and what can your report tell
you that will make you more effective as a manager?
Here are some of Julie Zhuo's favourite questions to get the conversation moving:
Identify:
What’s top of mind for you right now?
What priorities are you thinking about this week?
Understand:
What does your ideal outcome look like?
What do you think is the best course of action? What’s the worst-case
scenario you’re worried about?
Support:
How can I help you?
Managing Yourself 🪞
Being a great manager is a highly personal journey, and if you don’t have a good
handle on yourself, you won’t have a good handle on how to best support your team.
No matter what obstacles you face, you first need to get deep with knowing yourself
—your strengths, your values, your comfort zones, your blind spots, and your biases.
Imposter syndrome is what makes you feel as though you’re the only one with
nothing worthwhile to say when you walk into a room full of people you admire.
“Ask any new manager about the early days of being a boss—indeed, ask any senior
executive to recall how he or she felt as a new manager. If you get an honest answer,
you’ll hear a tale of disorientation and, for some, overwhelming confusion. The new
role didn’t feel anything like it was supposed to. It felt too big for any one person to
handle.”
Linda Hill, a professor at Harvard Business School
When the sailing gets rocky, the manager is often the first person others turn to, so it’s
common to feel intense pressure to know what to do or say. When you don’t, you
naturally think: Am I cut out for this job?
Julie Zhuo in Making of a Manager share's she is at her best when:
I’ve received at least eight hours of sleep.
I’m able to process information alone (and through writing) before big
discussions or decisions.
The flip side of the coin is understanding which situations do the opposite—that is,
they trigger an intensely negative reaction that derails your effectiveness. What are
the things that push your buttons, but maybe not someone else’s?
Triggers occupy the space between your growth area and somebody else’s—you
could work on controlling your reactions, but the other person could also benefit from
hearing your feedback.
To figure out what your triggers are, ask yourself the following questions:
When was the last time someone said something that annoyed me more
than it did others around me?
When I started to see 1:1s with my manager as an opportunity for focused learning, I
got so much more out of it.
Make a Mentor Out of Everyone
Sheryl Sandberg, in her book Lean In, cautions against treating the notion of a mentor
as something too precious. Nobody wants to be asked, “Will you be my mentor?”
because it sounds needy and time-consuming. But ask for specific advice instead, and
you’ll find tons of people willing to help.