Leadership, on the other hand, is the particular skill of being able to guide and influence other people. Manager is a specific role, with clear principles outlining what a manager does and how his success is measured. Staying on the topic of defining management, Julie provides a useful distinction between leadership and management. The larger the team, the more time is needed.” Julie clarifies that process in her mind isn’t about stacks of paperwork and frameworks for everything, but enabling teams to make decisions and work together effectively: “In a team setting, it’s impossible for a group of people to coordinate what needs to get done without spending time on it. Process - This describes how your team works together.Are the members of your team set up to succeed? Do they have the right skills? Are they motivated to do great work? To manage people well, Julie explains, you must develop trusting relationships with them, understand their strengths and weaknesses (as well as your own - see below), make good decisions about who should do what (including hiring and firing when necessary), and coach individuals to do their best. The first big part of your job as a manager, Julie writes, is to ensure that your team knows what success looks like and cares about achieving it. Purpose - The purpose is the outcome your team is trying to accomplish, otherwise known as the why.She uses a similar approach to managers creating the right conditions for their teams: Hackman’s research into what helps create successful teams (see Fig. Julie summarises that “Your job, as a manager, is to get better outcomes from a group of people working together.” She puts a great focus on outcomes and refers to her former manager Chris Cox, ex VP of Product at Facebook, who explained that half of what he as a manager looks at were his team’s results and the other half was based on the strength and satisfaction of his team. create processes to get work done smoothly and efficiently.support members in reaching their career goals, and.
Without wanting to spoil the rest of “The Making of a Manager”, this is how Julie sees a manager’s job today:
figure out who should be promoted and who should be fired.share feedback about what is or isn’t going well, and.have meetings with reports to help them solve their problems,.When she started her first role as a manager at Facebook, Julie had very little experience under her belt and she describes what she thought a manager’s job was: “This is a book about how someone with no formal training learned to become a confident manager” is the starting point for Julie’s book. In “The Making of a Manager”, Julie shares her experiences and learnings with regard to her transition from being a personal contributor to becoming a manager.
“The Making of a Manager” is the first book by Julie Zhuo, VP of Product Design at Facebook.
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