The Making of a Manager: What to Do When Everyone Looks to You
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- Type：Epub+TxT+PDF+Mobi
- Create Date：2021-07-31 06:54:41
- Update Date：2025-09-06
- Status：finish
- Author：Julie Zhuo
- ISBN：0525540423
- Environment：PC/Android/iPhone/iPad/Kindle
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Summary
Congratulations， you're a manager！ After you pop the champagne， accept the shiny new title， and step into this thrilling next chapter of your career， the truth descends like a fog: you don't really know what you're doing。
That's exactly how Julie Zhuo felt when she became a rookie manager at the age of 25。 She stared at a long list of logistics--from hiring to firing， from meeting to messaging， from planning to pitching--and faced a thousand questions and uncertainties。 How was she supposed to spin teamwork into value？ How could she be a good steward of her reports' careers？ What was the secret to leading with confidence in new and unexpected situations？
Now， having managed dozens of teams spanning tens to hundreds of people， Julie knows the most important lesson of all: great managers are made， not born。 If you care enough to be reading this， then you care enough to be a great manager。， Julie knows the most important lesson of all: great managers are made， not born。 If you care enough to be reading this， then you care enough to be a great manager。
The Making of a Manager is a modern field guide packed everyday examples and transformative insights， including:
* How to tell a great manager from an average manager （illustrations included）
* When you should look past an awkward interview and hire someone anyway
* How to build trust with your reports through not being a boss
* Where to look when you lose faith and lack the answers
Whether you're new to the job， a veteran leader， or looking to be promoted， this is the handbook you need to be the kind of manager you wish you had。
That's exactly how Julie Zhuo felt when she became a rookie manager at the age of 25。 She stared at a long list of logistics--from hiring to firing， from meeting to messaging， from planning to pitching--and faced a thousand questions and uncertainties。 How was she supposed to spin teamwork into value？ How could she be a good steward of her reports' careers？ What was the secret to leading with confidence in new and unexpected situations？
Now， having managed dozens of teams spanning tens to hundreds of people， Julie knows the most important lesson of all: great managers are made， not born。 If you care enough to be reading this， then you care enough to be a great manager。， Julie knows the most important lesson of all: great managers are made， not born。 If you care enough to be reading this， then you care enough to be a great manager。
The Making of a Manager is a modern field guide packed everyday examples and transformative insights， including:
* How to tell a great manager from an average manager （illustrations included）
* When you should look past an awkward interview and hire someone anyway
* How to build trust with your reports through not being a boss
* Where to look when you lose faith and lack the answers
Whether you're new to the job， a veteran leader， or looking to be promoted， this is the handbook you need to be the kind of manager you wish you had。
Reviews
Lewis Elsey
，
An excellent book on management and a must read for managers at all levels。 The kind of book to revisit regularly with easy to apply learnings！
Matjaž Lesjak
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Nothing new， a personal story， that’s all to it，
Patrick
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Chapter One: What is Management？。- Your job as a manager is to get better outcomes from a group of people working together。- It’s the realization that you don’t have to do everything yourself， be the best at everything， or even know how to do everything- 3 things managers thing about every day: people， purpose， and process - Purpose: “The first big part of your job as a manager is to ensure that your team knows what success looks like and cares about achieving it。” - “To manage people well， you Chapter One: What is Management？。- Your job as a manager is to get better outcomes from a group of people working together。- It’s the realization that you don’t have to do everything yourself， be the best at everything， or even know how to do everything- 3 things managers thing about every day: people， purpose， and process - Purpose: “The first big part of your job as a manager is to ensure that your team knows what success looks like and cares about achieving it。” - “To manage people well， you must develop trusting relationships with them， understand their strengths and weaknesses （as well as your own）， make good decisions about who should do what （including hiring and firing when necessary）， and coach individuals to do their best。” - Process: “For managers， important processes to master include running effective meetings， future proofing against past mistakes， planning for tomorrow， and nurturing a healthy culture。”— How does your team work together？ Who should do what by when？ What principles should govern decision-making？- Moving to a managerial role means more focus on your team than yourself， more time with people， being a stable force for emotionally challenging situations- “What makes a good leader is that they eschew the spotlight in favor of spending time and energy to do what they need to do to support and protect their people。” …”In return， we offer our blood and sweat and tears and do everything we can to see our leader’s vision come to life。” - Simon Sinek， Leaders Eat Last- Only when you have built trust with your reports will you have the credibility to help them achieve more together。Chapter Two: Your First Three Months- Summary: In your first few months， your primary job is to listen， ask questions， and learn。- Some good questions for new hires: - What was more challenging than you expected？ - What was easier than you expected？- Here are some of the questions Julie Zhuo likes to ask her new direct reports: - What did you and your past manager discuss that was most helpful to you？ - What are the ways in which you’d like to be supported？ - How do you like to be recognized for great work？ - What kind of [feedback is most useful] for you？ - Imagine that you and I had an amazing relationship。 What would that look like？- On the other hand， here are some questions you can ask your manager: - What will be my scope to start， and how do you expect it to change over time？ - How will my transition be communicated？ - What do I need to know about the people that I’ll be managing？ - What important team goals or processes should I be aware of and help push forward？ - What does success look like in my first three and six months？ - How can the two of us stay aligned on who does what？- As the manager of a growing team， a mistake that many people make is continuing individual contributor work past the point at which it is sustainable- Ways in which people become managers: - The Apprentice – Your manager’s team is growing， so you’ve been asked to manage a part of it going forward。 - Pioneer – You are a founding member of a new group， and you’re now responsible for its growth - New Boss – You’re coming in to manage an already-established team， either within your existing organization or at a new one - Successor – Your manager has decided to leave， and you are taking his place- What leads people to do great work？ Flip this question around - what gets in the way of good work？ Only 2 things - 1。 People don't know how to do good work， or 2。 They know how， but they're not motivated to do it。 1。 Why would people not be motivated to do great work？ Maybe they don't have a clear picture of what great looks like。 Maybe the role doesn't speak to their aspirations。 Maybe they think nothing will change if they put in more effort。Chapter Three: Leading a Small Team- Summary: Trust is the most important ingredient to develop a healthy manager-report relationship。 Managing a small team is about mastering the following basic fundaments: developing a healthy manager-report relationship and creating an environment of support。- Reports should feel able to: - Bring their biggest challenges to managers - Give feedback that isn’t taken personally （Radical Candor） - Gladly work for you again- 1:1s are extremely important and help to surface topics that don’t normally come up organically - Both manager and report should bring topics to discuss to 1:1s- Be honest and transparent about your report’s performance - Your report should have a clear sense at all times of what your expectations are and where he stands。- Admit your own mistakes and growth areas- “People will forget what you said， people will forget what you did， but people will never forget how you made them feel” - Maya Angelou- Help people play to their strengths- “Recognition for hard work， valuable skills， helpful advice， or good values can be hugely motivating if it feels genuine and specific。” - Julie- Discover what is unique about each person， and capitalize on it- Make people moves quickly- You should be having weekly 1:1 meetings with all your direct reports （where possible）。 "The most precious resource you have is your own time and energy， and when you spend it on your team， it goes a long way toward building healthy relationships。" 1。 Strive for all your 1:1 meetings to feel a bit awkward。 Why？ Because the most important and meaningful conversations are。 It isn’t easy to discuss mistakes， confront tensions， or talk about deep fears or secret hopes。 2。 "How can you achieve stellar 1:1s？ The answer is preparation。 It’s rare that an amazing conversation springs forth when nobody has a plan for what to talk about。 I tell my reports that I want our time together to be valuable， so we should focus on what’s most important for them。" 3。 "Here are some ideas to get started: 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？ Calibrate what “great” looks like: Do you have a shared vision of what you’re working toward？" 4。 "Your job as a manager isn’t to dole out advice —it’s to empower your report to find the answer herself。 She has more context than you on the problems she’s dealing with， so she’s in the best position to uncover the solution。 Let her lead the 1:1 while you listen and probe。" 1。 "Identify: These questions focus on what really matters for your report and what topics are worth spending more time on。 1。 What’s top of mind for you right now？ 2。 What priorities are you thinking about this week？ 3。 What’s the best use of our time today？" 2。 "Understand: What does your ideal outcome look like？ 1。 What’s hard for you in getting to that outcome？ 2。 What do you really care about？ What do you think is the best course of action？ 3。 What’s the worst-case scenario you’re worried about？" 3。 "Support: These questions zero in on how you can be of greatest service to your report。 1。 How can I help you？ 2。 What can I do to make you more successful？ 3。 What was the most useful part of our conversation today？"Chapter Four: The Art of Feedback- Summary: For a leader， giving feedback - both when things are going well and when they aren’t - is one of the most fundamental aspects of the job- When expectations aren’t met， make it clear and don’t wait long to give feedback- How to ensure your feedback can be acted upon: - Make feedback specific and actionable - Clarify what success looks and feels like - Suggest next steps - Beware of overdoing this – empower your team to learn on their own。 Think about asking， “So what do you think the net steps should be？” And letting them guide the discussion。- When you're sharing critical feedback， approach it with a sense of curiosity and an honest desire to understand their perspective。 One way - state your point directly and follow up with "does this feedback resonate with yoy？ Why or why not？" - At the end of a conversation， consider asking "okay， let's make sure we're on the same page。 What are your takeaways and next steps？" Consider summarizing by email what you discussed。 Writing helps clarify points， and you can reference them in future。- There are some specific things you can do to build a culture of guidance across your team。 Here are four of the most common ways to inspire a change in behaviour， according to Julie Zhuo: - Set expectations at the beginning: Address what a great job looks like， compared to a mediocre or bad job。 - Give task-specific feedback as frequently as you can: This can be done via email， chat， or a [feedback app like Fellow]（https://fellow。app/features/feedback/） within the day the task was finished。 - Share behavioral feedback thoughtfully and regularly: Record the feedback you give and try to connect the dots over time。 Figure out what themes emerge and make sure your words are thoughtfully considered and supported with specific examples。 Of course， it’s best to share behavioral feedback in person so the receiver can engage in a back-and-forth conversation。 - Collect 360-degree feedback for maximum objectivity: ask your direct report’s teammates about their strengths and weaknesses。 This will help you get a more complete and objective view of how they’re doing。Chapter Five: Managing Yourself- Summary: Great managers are self-aware。 In order to be a successful manager， you must understand yourself at your best and your worst。 This means understanding what types of environments help you be more productive， what type of skills you should continue to work on， and what feedback you should ask from your manager and direct reports。 Knowing yourself will give you the confidence necessary to empower other people on your team。- Everyone feels like an imposter sometimes- Understand your strengths- Questions to ask yourself for better self-understanding: - Strengths: - How would the people who know and like me best （family， SO， friends） describe me？ What qualities do I possess that I’m most proud of？ - When I look back on something I did that was successful， what personal traits do I give credit to？ - What are the most common pieces of positive feedback that I’ve received from my manager or peers？ - Weaknesses and triggers: - Whenever my worst inner critic sits on my shoulder， what do they yell at me for？ - If a genie were to between three gifts on me that I don’t currently have， what would they be？ - What are three things that trigger me？- What are the top common pieces of feedback from my manager or peers on how I could be more effective？- Questions to ask your own manager: - What opportunities do you see for me to do more of what I do well？ What do you think are the biggest things holding me back form having greater impact？ - What skills do you think a hypothetical perfect person in my role would have？ For each skill， how would you rate me against that ideal on a scale of one to five？- Assume the best of intention from other people- Visualization is a powerful tool that can help your prepare and provide self-assurance- Celebrate the little wins- Take care of yourself – you can’t pour from an empty vessel- Ask for feedback， and treat your manager as a coach - "Can you imagine a star athlete trying to hide his weaknesses from his coach？ Would you tell a personal trainer， “Oh， I’m pretty fit， I’ve got it under control，” when she asks you how she can help you achieve a better workout？ Of course not。" - If somebody trusts you have their best interests in mind， they'll open up more， get more out of your partnership， and likely stay longer- Reflect on progress and set goalsChapter Six: Amazing Meetings- Good meetings should leave you feeling like it was a good use of time， you learned something new， had clarity， and felt psychologically safe- Have an ideal meeting outcome， not just a purpose for the meeting- A good decision-making meeting should get a decision made （duh）， include there right stakeholders， present options （and a recommendation if there is one）， and give time for dissenting opinions- Avoid meetings that could be substituted by email- Meetings have advantages like interactivity （great for things like potentially controversial announcements where discussions would be helpful） and interesting （people pay more attention）- Great informational meetings enable the group to feel like they learned something， are communicated clearly， are engaging， and evoke emotion- Great feedback meetings get everyone on the same page， accurately represent the situation， and ends with next steps- Great idea-generating meetings should create many ideas from individuals that have time to brainstorm alone and then as a group， consider all ideas， not just the loudest ones， build on ideas through meaningful discussion， and end with clear next steps- Nurture team trust and empathy through shared activities that create better understanding between individuals， encourage openness， and make people feel cared for- “You’re more likely to have a great meeting if everyone necessary， and nobody extraneous is there。”- Allow people to prep for meetings by sending out slides and docs in advance - then follow up the meeting with a summary and next steps- Create a psychologically safe environment for meetings- Look for meetings you can strike off your calendar or decrease in frequencyChapter Seven: Hiring Well- Summary: Hiring is not a problem to be solved but an opportunity to grow your build the future of your organization。 Design your team intentionally and make hiring great people one of your priorities。- When it comes to hiring， don’t settle- “In addition to contributing their talents， our favorite coworkers teach us new things， inspire and support us， and make going to work， a whole lot more fun。”- Create a Roadmap and Vision for growing your team and check in regularly- Hiring managers should describe ideal candidates as accurately as possible， especially when working with recruiters- Develop a sourcing strategy to get the right candidate pool- Interviews are first impressions， so aim to create a remarkable interview experience- Check in frequently with candidates- “The more senior the candidate， the more critical your involvement is in the close- Look for past examples of similar work， and seek out trusted recommendations- Use multiple interviewers to reduce bias and catch any red flags that could be easy to miss by just one person - let interviewers document their experience before discussing with the team do avoid group think- People should be enthusiastic about the new hire instead of just thinking “I don’t see a reason we shouldn’t hire her”- Aim for consistent reviews so reviewers can evaluate from the same place- Starting set of questions: - What challenges interest you？ - What are your greatest strengths？ Areas of opportunity？ - Where will you be in 3 years？ - What’s the hardest conflict you’ve had in the last year？ - What’s inspired you in your work recently？- Don’t hire jerks- Grow a team with a diverse set of backgrounds， perspectives， experiences， and skills- Hire the best people and empower them to do more- Avoid rushing into leadership hires- Give away your LegosChapter Eight: Making Things Happen- Summary : “Good process helps us execute at our best” Mastering the art of delegation empowers both yourself and your direct reports。- As your organization and your team grows， the day-to-day activities will change。 "Setting a vision， hiring leaders， delegating responsibility， and managing communication become the key skills needed to bridge the gap，'- When thinking about vision， consider: - How things will be different in 2 years - How you’d like someone from an adjacent team to describe your team - How it would look if your team was 2 times as good as it is now - then 5 times as good- Good strategies are realistic and understand the problem they’re trying to solve- Create a strategy that suits your team’s strengths- Prioritize based on objectives - “Effort doesn’t count; results are what matter”- Without ownership and accountability， it’s easy for things to be discussed but never come to fruition- Break down goals into smaller， manageable pieces- Iterate quickly and focus on perfecting execution over strategy- Prioritize projects by importance and tackle them in that order- Know your vision and work backwards from there- Connect work back to purpose as often as you can- The best processes evolve over time- Improve process through retrospectives after projects- Your mistakes should make you stronger over timeChapter Nine: Leading a Growing Team- “One of the biggest challenges of managing at scale is finding the right balance between going deep on a problem and steeping back and trusting others to take cafe of it”- Know your team dynamic will change as you grow - create a culture of psychological safety to encourage honesty and transparency- Be prepared to context switch as your team’s number of projects increase by planning for your week and being organized- “At higher levels of management， the job starts to converge regardless of background” - its more about teams and communication- One of the hardest skills to learn is the art of delegation - knowing when to dive in yourself and when to step back and entrust others- Giving people hard problems is a sign that you trust them - empower your team to solve difficult challenges and support them- Having the same vision on a team is important to success - is your team aligned in how they think about people， purpose， and process？- “A great team is a prerequisite for great work” – People trump projects- Part of growing your team is looking for ways to replace your own role- We tend to get attached to what we’re doing and the control it gives us – but part of growing the team is foregoing your own ego in lieu of your team’s success- Don’t take everything on yourself – remember the adage of teaching someone to fish- When thinking about what not to delegate， consider your unique value that flows from your personal strengths – and communication， hiring， and resolving conflicts A better 'take away summary' - https://www。linkedin。com/pulse/whats-。。。 。。。more
Ashley Fell
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A really practical and insightful read for anyone who works with and leads people。 Really enjoyed it！
Arzû Acar
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This book just came very timely :-）！ Straight to the point and does cover the first encounters/challenges one may have as a newly appointment manager。 I Will be a book I Will be looking upnonce in a while。 The part around how Facebook is a great Company etc etc。 could have been avoided。
Natasha Wing
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I really enjoyed the comics in the beginning of the chapters before I got to reading。 To be honest， I’m more of a visual learner， so it helped me grasp what the chapter was going to be about before I began。I am not in a leadership role at work currently。 I have thought about it and done it before。 I think this helps people who are not in management， considering management， and leaders alike。 It helps open the mind of the structures and the importance’s。 There was open honesty and humor in some o I really enjoyed the comics in the beginning of the chapters before I got to reading。 To be honest， I’m more of a visual learner， so it helped me grasp what the chapter was going to be about before I began。I am not in a leadership role at work currently。 I have thought about it and done it before。 I think this helps people who are not in management， considering management， and leaders alike。 It helps open the mind of the structures and the importance’s。 There was open honesty and humor in some of the examples she used。 I appreciate her and this read。 Thank you。 。。。more
Alawi
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كتاب مفيد وممتع جداً。فصل الـfeedback ممل بعض الشيء。
Kiana
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Honestly not as good as how influence。。。 Book。 I can't say I didn't learn anything from it but TBH it seems more like a diary and over generalized rules than a management book。 That being said it made some points that may be helpful for being a more sympathetic manager。 Honestly not as good as how influence。。。 Book。 I can't say I didn't learn anything from it but TBH it seems more like a diary and over generalized rules than a management book。 That being said it made some points that may be helpful for being a more sympathetic manager。 。。。more
Pawan Kumar
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Very tactical playbook for new managers。 I like the simple writing and real-life example that Julie used while introducing various concepts。
Maeve Morris
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Super helpful to my current role！ Helped changed my perspective to a growth perspective and makes me feel so much more ready to receive feedback。
Trent S
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Well-written and genuine - the advice in this book， while not game-changing， is presented in a way that is insightful and can draw connections to almost any position you’ve had。
Luca Lazzarini
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Well written， useful info for who is approaching management for the first time， and even funny some moments！ Was a pleasant read
David
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Practical and human， a really good read on becoming a manager， building a team， and creating a culture。
Melissa
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This is one of the better "work" books I've read。 I'll be getting the ebook so I can easily reference it。 Could have done without the Facebook and Zuckerberg worship though。 This is one of the better "work" books I've read。 I'll be getting the ebook so I can easily reference it。 Could have done without the Facebook and Zuckerberg worship though。 。。。more
Owen Wang
，
Generally helpful book for beginner managers like me， introduced me to some mindsets that I'll be using going forward， but not all of the ideas in the book are super actionable Generally helpful book for beginner managers like me， introduced me to some mindsets that I'll be using going forward， but not all of the ideas in the book are super actionable 。。。more
Mryeki
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کتاب خوبی بود، داستان ها و نحوه تعامل با مشکلات بدرد بخور هستن。
Marinela Reyes
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This is an absolute gem！I can’t wait to share it to a friend （who’s a new manager herself） because I’m sure she’ll enjoy this。
Catherine
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Really good - I felt like I learned a lot from it。
Jake
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Not for me - I may revisit again in the future if I take on some directs， but I have researched， read， thought about， and practiced enough management so far to feel that this is not a good use of my time right now， if ever
Sarah Carty
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Insightful and relatable。 Probably read this too fast， and will need to revisit it a few times。
Arutyun
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don't want be a manager don't want be a manager 。。。more
Luthfi Rahmad Susanto
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What a good book！ I love how Julie explain everything。 Simple but straight to the point。 Because of this book， i was starting to gather feedbacks from my colleagues to improve my skill and overcome my weaknesses。 Thanks to you Julie！Maybe from the title， the book was made for managers。 But it was suitable too for individual contributors， if you want to know how to behave in a team。 And if your career path want to be a manager， this book is incredible read for you！
Hannah Nixon
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I liked this book。 It was a great introduction to approaching management in a way that supports not only your direct reports， but their teams as well。 Several times the book shared that the overall purpose of management is "to see great outcomes。" While the book went a lot deeper than that， I appreciated the repetition。 The book also cites people， purpose， and process and the importance of these， and highlights how these may shift as you grow in your career。 Good stuff。 Recommended。 I liked this book。 It was a great introduction to approaching management in a way that supports not only your direct reports， but their teams as well。 Several times the book shared that the overall purpose of management is "to see great outcomes。" While the book went a lot deeper than that， I appreciated the repetition。 The book also cites people， purpose， and process and the importance of these， and highlights how these may shift as you grow in your career。 Good stuff。 Recommended。 。。。more
Ashim
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There are some valuable work life lessons in here。 Definite recommend。
Amanda
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Required reading for any new manager。 Wish I had this book when I first became a manager！
Sallie Lu
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Genuinely found this helpful。 The book responds to so many questions I've had about what it means to be a manager， provides practical advice and approachable frameworks， but I think best of all it acknowledges and speaks to the doubts I assume everyone has about stepping into this role。 The only thing I didn't particularly enjoy was the gratuitous love for Facebook which I found to be somewhat distracting but that's probably just a personal thing。 I would definitely reference this book again in Genuinely found this helpful。 The book responds to so many questions I've had about what it means to be a manager， provides practical advice and approachable frameworks， but I think best of all it acknowledges and speaks to the doubts I assume everyone has about stepping into this role。 The only thing I didn't particularly enjoy was the gratuitous love for Facebook which I found to be somewhat distracting but that's probably just a personal thing。 I would definitely reference this book again in the future。 。。。more
Stijn Fastenaekels
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As a new manager， this book made me realise that every starting manager suffers from imposter syndrome sometimes and that it takes time to build the skills and confidence needed to be a great manager。 Every tip given sound useful。 This book definitely gave me a head start。
fitrisia indah
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There are a lot of books about making and managing things to happen that seems way too higher level， but this book is very pragmatic jotting down what needs to be done。 I especially found the ‘questions’ in the book extremely useful。 Don’t get freaked out with the term “managers” in the title， this book is meant for anyone who’s working in a team。
Dipesh
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HiI am writing this for myself onlyThe book is divided into 10 chapterCH 1 What is management？->manager's job is to build a team that works together， supports each other in reaching goals， and also create processes to get work done smoothly ad efficiently->Managers performance can be measured into two parts 1） what are the results of his team 2） strength and satisfaction of team->Manager's day can be sorted as purpose， people， process->Managers need to find a balance between Short term vision a HiI am writing this for myself onlyThe book is divided into 10 chapterCH 1 What is management？->manager's job is to build a team that works together， supports each other in reaching goals， and also create processes to get work done smoothly ad efficiently->Managers performance can be measured into two parts 1） what are the results of his team 2） strength and satisfaction of team->Manager's day can be sorted as purpose， people， process->Managers need to find a balance between Short term vision and long-term vision。 ->TO check if you can be a good manager or not， try to answer these three questions 1）which motivates you more， achieving a particular outcome or working in n specific role。。。2） DO you like talking to people 3） Can you provide stability for the emotionally challenging situation？->Leaders at the lastCH 2 Your first three months->Most managers continue to do individual contributors work past the sustainable point->To frame the criticism you can you， "hey just an idea， but have you considered。。。。？"CH 3 Leading a small Team->Trust is the most important ingredient->Act like a human， not a boss->1 to 1 conversations are important ->Try to be honest and transparent with reporters performance->Follow No Asshole rule。 A castle is someone who makes others feel worse about themselves or who specifically targets people less powerful than him or herCH 4 The Art of feedback->Give Task-specific feedbacks as frequent as you can->Share Behavioral feedback thoroughly and regularly->Delivering critical feedback - Your last deliverables weren't comprehensive enough to hit the mark， so let's discuss why that is and how to address it。。。。。。。 or 。。。。。。 I would like to understand you're perspective and talk about how we can resolve thisCh 5 Managing Yourself->Imposter Syndrome is what makes you feel as you are nothing worthwhile to say when you walk into the meeting--it is common， don't worry->Be brutally honest with yourself->Everyone goes through hard times， permit yourself to worry when going through it->Always ask for help from the people you are real withCh 6 Amazing Meeting->Only invite the right people->Inform the agendas of meeting beforehand， so people can come prepared->Some meetings don't need you and some don't need to exist at allCh 7 Hiring Well-> Hiring doesn't just matter at scale- even a single great hire can make a big difference in your team outcome->while hiring， write on description as specific as possible。->Have a team with diverse perspectivesCH 8 Making things Happen->Start with the concentrated vision。-> good strategy understands the crux of the problem it is trying to solve。 It focuses on the team's unique strengths->Always define the ownership-- Accoutntibily works man->A decision should be made with 70% of the information Ch 9 Leading a Growing team->shift your focus from direct to indirect Management->Just remember - give someone a fish， and you feed them for a day， teach someone to fish and you feed them for a lifetime，。。。Don't do reporter's work even if it is easy。 Teach him， how to doCh 10 Nurturing Culture->Fb has posters all across saying " Nothing on Facebook is someone else's problem"->Never stop talking about what's important->If you say something is important to you and you would like the rest of the team to care about it be the first person to live the values 。。。more
adinda
，