This is a book written by Julie Zhuo to help new managers get on the right track about what to do when everyone looks to you. Julie talks about almost every aspect as a manager in daily work, including leading a small team, giving feedback, managing self, having meetings, hiring, growth, achievements, and culture.
Great managers are made, not born
- This is how anything in life goes: You try something. You figure out what worked and what didn't. You file away lessons for the future. And then you get better. Rinse, repeat.
- You need to understand the whys of management, because only when you've bought into the whys can you truly be effective in the hows.
- Much of the daily work of managers - giving feedback, creating a healthy culture, planning for the future - is universal.
- Good design at its core is about understanding people and their needs in order to create the best possible tools for them.
- Your job, as a manager, is to get better outcomes from a group of people working together.
- The crux of management is the belief that a team of people can achieve more than a single person going it alone.
- Looks at the team's present outcomes, asks whether we've set up for great outcomes in the future
- Purpose, people, process. (why, who, how)
- If you are wondering whether you can be a great manager, ask yourself these three questions
- Do I find it more motivating to achieve a particular outcome or to play a specific role?
- Do I like talking with people?
- Can I provide stability for an emotionally challenging situation?
- Manager is a specific role, leadership is the particular skill of being able to guide and influence other people. A great manager must certainly be a leader.
- Every day feels like a week.
- There is so much to learn and you feel overwhelmed.
- Your path to manager probably took one of the four routes: apprentice, pioneer, new boss, successor
- It's tricky to balance your individual contributor commitments with management.
- As new boss in a new environment, you need to invest in building new relationship.
- You feel pressure to do things exactly like your former manager. Be yourself; everyone else is already taken.
- Everything always goes back to people.
- What gets in the way of good work?
- People don't know how to do good work
- People know how, but they aren't motivated
- A manager's job is to get better outcomes from a group of people working together through influencing purpose, people and process.
- Trust is the most important ingredient.
- You must trust people, or life becomes impossible.
- Earn trust with your reports, managing is caring.
- Strive to be human, not a boss
- Would you work for your manager again?
- Be honest and transparent about your report's performance
- The job of a manager is to turn on person's particular talent into performance
- Admit your own mistakes and growth areas
- No asshole rule (someone who makes other people feel worse about themselves, or specifically targets people less powerful than him/her)
- You don't always have to make it work
- Make people moves quickly
- Feedback is a gift.
- The best feedback is the one inspired you to change your behavior, which resulted in your life getting better.
- Praise is often more motivating than criticism. (You don't always have to start with a problem)
- The four most common ways to inspire a change in behavior
- Set clear expectations at the beginning
- Give task-specific feedback as frequently as you can
- Share behavioral feedback thoughtfully and regularly
- Collect 360-degree feedback for maximum objectivity
- Every major disappointment is a failure to set expectations
- Your feedback only counts if it makes things better
- Delivering critical feedback or bad news
- Get to brutal honesty with yourself
- Understand yourself at your best and worst
- Finding your confidence when you are in the pit
- Close your eyes and visualize
- Ask for help from people you can be real with
- celebrate the little wins
- practice self-care by establishing boundaries
- Learning to be twice as good
- Ask for feedback
- Treat your manager as a coach
- Make a mentor out of everyone
- Set aside time to reflect and set goals
- Take advantage of formal training
- Try to double your leadership capacity every year
- CEO role: hiring exceptional leaders, building self-reliant teams, establishing a clear vision, and communicating well.
- What is a great outcome for your meeting?
- Making a decision
- Sharing information
- Providing feedback
- Generating ideas
- Strengthening relationships
- Invite the right people
- Give people a chance to come prepared
- Make it safe for people to contribute
- Be explicit about the norms you want to set
- Change up your meeting format to favor participation
- manage equal airtime
- Get feedback about your meeting
- Some meetings don't need you and some don't need to exist at all
- Design your team intentionally
- Hiring is your responsibility
- Describe your ideal candidate as precisely as you can
- Develop a sourcing strategy
- Deliver an amazing interview experience
- Show candidates how much you want them
- Hiring is a gamble, but make smart bets
- Would you hire this person again if the role was open?
- Do your research when hiring leaders
- Take the long view with top talent
- Start with a concrete vision
- Craft a plan based on your team's strength
- Focus on doing a few things well
- Define who is responsible for what
- Break down a big goal into smaller pieces
- Excerpts
- Plans are worthless, but planning is everything
- There is no such thing as "finished".
- 80/20 rule: majority of results come from a minority of the causes
- The key is to identify which things matter the most
- Put effort into a few important things
- Effort doesn't count, results are what matter.
- Innovation is saying no to 1000 things.
- Treat big projects like a series of smaller projects.
- Every task has a who and a by when.
- Portfolio approach for team resource, 1/3 team focusing on near, medium and long term goal
- Communicate a clear vision and foster a deep sense of purpose within the team.
- Do you have the right people on the right problems?
- Direct to indirect management (empowering your leaders is a necessity)
- Context switching all day, every day (every day feels like a week)
- The skills that matter become more and more people-centric (delegating work to reports)
- Giving people big problems is a sign of trust (believe your report is capable of solving the problem)
- Two heads, one shared vision (what are the biggest priorities right now for the team?)
- What to do when a manager struggles (What's going to make the team more successful over the next few years?)
- Aim to put yourself out of a job (constantly looking for ways to replace yourself in the job you are currently doing)
- Identifying and communicating what matters
- Hiring top talent
- Resolving conflicts within your group
- Know the kind of team you want to be a part of
- Understanding your current team
- Understanding your aspirations
- Understanding the difference
- What's unique about your team?
- What are the best and worst parts of your job?
- Nothing is somebody else's problem.
- Never stop talking about what's important
- Always walk the walk
- Talk the talk, walk the walk, build the trust from your reports
- Talking about your values makes you a more authentic and inspiring leader
- Asking for feedbacks
- Why you choose to build these five features instead of the one that the customers are asking for?
- Create the right incentives
- Invent traditions that celebrate your values
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