Julie Zhuo
Auteur van The Making of a Manager: What to Do When Everyone Looks to You
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The Making of a Manager: What to Do When Everyone… door Julie Zhuo
Not a lot of insight. Good for "feeling motivated" and to work on bringing in a new manager.
This is a great resources for new, and old, managers. Personally I took a lot away with it: feedback and process improvement. Zhuo works in a very different industry than my own but that's not to say the tools are the same and can be modified to fit your team.
Take a peek. Its a quick read and packed with nuggets.
Take a peek. Its a quick read and packed with nuggets.
Recounting of her story being promoted to manager and things she's learned.
Great for first time managers. Good for others.
Introduction - Great Managers Are Made, Not Born
Chapter One - What Is Management?
Pg 10 Manager's purpose: helping a group of people achieve a common goal.
pg 16: a manager's job is to
- build a team that works well together
- support members in reaching their career goals
- create processes to get work done smoothly and efficiently
But that's not quite right - those are activities not purpose.
pg 19: your job as a manager is to get better outcomes from a group of people working together.
pg 20,21: how to evaluate a good manager half is the output, the results the other half is strength and satisfaction of the team are they happy and working well together. The first half looks at our team's present outcomes the second asks whether we're set up for great outcomes in the future.
J Richard Hackmas says 5 conditions increase a team's odds of success.
- having a real team with clear boundaries and stable membership
- to compelling direction
- and enabling structure
- a supportive organizational context
- expert coaching
She condensed this to: Purpose, People, Process
Chapter Two - Your First Three Months
different scenarios where you might become a manager. Tips & pitfalls of each.
Chapter Three - Leading a Small Team
Juggling being an IC and Manager
Chapter Four - The Art Of Feedback
Chapter Five - Managing Yourself
Chapter Six - Amazing Meetings
Chapter Seven - Hiring Well
Chapter Eight - Making Things Happen
Chapter Nine - Leading a Growing Team
Chapter Ten - Nurturing Culture
Epilogue - The Journey Is 1% Finished… (meer)
Great for first time managers. Good for others.
Introduction - Great Managers Are Made, Not Born
Chapter One - What Is Management?
Pg 10 Manager's purpose: helping a group of people achieve a common goal.
pg 16: a manager's job is to
- build a team that works well together
- support members in reaching their career goals
- create processes to get work done smoothly and efficiently
But that's not quite right - those are activities not purpose.
pg 19: your job as a manager is to get better outcomes from a group of people working together.
pg 20,21: how to evaluate a good manager half is the output, the results the other half is strength and satisfaction of the team are they happy and working well together. The first half looks at our team's present outcomes the second asks whether we're set up for great outcomes in the future.
J Richard Hackmas says 5 conditions increase a team's odds of success.
- having a real team with clear boundaries and stable membership
- to compelling direction
- and enabling structure
- a supportive organizational context
- expert coaching
She condensed this to: Purpose, People, Process
Chapter Two - Your First Three Months
different scenarios where you might become a manager. Tips & pitfalls of each.
Chapter Three - Leading a Small Team
Juggling being an IC and Manager
Chapter Four - The Art Of Feedback
Chapter Five - Managing Yourself
Chapter Six - Amazing Meetings
Chapter Seven - Hiring Well
Chapter Eight - Making Things Happen
Chapter Nine - Leading a Growing Team
Chapter Ten - Nurturing Culture
Epilogue - The Journey Is 1% Finished… (meer)
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