The Making of a Manager | by Julie Zhuo | Best-Selling Leadership Book | MindGrowth Book Summary

Summary

In 'The Making of a Manager,' Julie Joo shares her journey from a young intern at Facebook to a manager of its design team, highlighting the trials and learning moments along the way. Emphasizing the importance of understanding people, embracing mistakes, and adapting, she offers insights on becoming an effective manager. The book covers topics such as managing small and growing teams, giving feedback, hiring well, and cultivating a strong culture. Joo’s personal narrative serves as a guide for new managers, demonstrating that great leadership comes through perseverance, self-awareness, and a commitment to continuous growth.

Takeaways

• 😀 Great managers are made through perseverance, learning from mistakes, and embracing the complexities of people.
• 😀 Effective management is not about completing tasks but about building cohesive teams and achieving better outcomes collectively.
• 😀 Adaptability is key in management—good managers influence purpose, people, and processes to improve team performance.
• 😀 New managers often face challenges depending on their role type (Apprentice, Pioneer, New Boss, Successor), and each requires a unique approach to building trust and adapting to the new environment.
• 😀 Feedback is a crucial tool for improving performance, and it should be specific, clear, and actionable, leading to positive change.
• 😀 Managing yourself is essential for success—self-awareness, emotional management, and overcoming impostor syndrome are critical for leadership growth.
• 😀 Meetings should be purposeful and inclusive, with clear structures and actionable follow-ups to ensure they are effective and engaging.
• 😀 Hiring well is one of the most important responsibilities for a manager, requiring a strategic approach to team design and careful evaluation of candidates.
• 😀 Leading a growing team means adapting to increasing complexity, delegating effectively, and empowering team members to take on more responsibility.
• 😀 Team culture plays a vital role in success, and managers must be intentional about fostering values that align with the organization’s goals and mission.
• 😀 Leadership is a continuous journey of learning and growth, and managers should embrace mistakes and setbacks as opportunities for development.

Q & A

What was Julie Joo's initial understanding of management, and how did it evolve throughout her journey?

Julie Joo initially thought management involved day-to-day tasks like problem-solving, meetings, and giving feedback. However, through her experiences, she learned that management is more about building a cohesive team, supporting career goals, and streamlining processes to achieve better outcomes collectively than individually.

What are the three key components of management, as highlighted by Julie Joo?

The three key components of management according to Julie Joo are purpose (defining the team’s goal), people (ensuring the right team composition and motivation), and process (how the team works together).

How does Julie Joo differentiate between leadership and management in the book?

Julie Joo differentiates between leadership and management by stating that while all good managers are leaders, not all leaders are managers. Leadership is about influencing and guiding others, a skill that can be exhibited by anyone in an organization, regardless of their position.

What are the four types of new managers, and what challenges do they face?

The four types of new managers are apprentices, pioneers, new bosses, and successors. Apprentices often face challenges in navigating shifting relationships with peers. Pioneers struggle with defining roles and processes while building a new team. New bosses need to build trust and adjust to the norms of an established team. Successors must live up to their predecessor’s legacy while managing increased responsibilities.

What role does trust play in managing a small team, according to Julie Joo?

Trust is fundamental in managing a small team. Julie Joo emphasizes that trust must be earned through respect, care, and investment in the team. Transparency about performance and acknowledging one’s own mistakes also contribute to building trust and a healthy team dynamic.

What are the four main strategies for giving feedback, as described by Julie Joo?

The four main strategies for giving feedback are: 1) Setting clear expectations, 2) Giving task-specific feedback, 3) Sharing behavioral feedback, and 4) Collecting 360-degree feedback. Each strategy helps clarify expectations, improve skills, and inspire behavioral change.

How does Julie Joo suggest managing self-doubt and impostor syndrome as a manager?

Julie Joo suggests managing self-doubt and impostor syndrome by adopting a growth mindset. She advises strategies like questioning the stories we tell ourselves, visualizing success, seeking support, and celebrating small wins to overcome feelings of inadequacy.

What is the significance of effective meetings, according to Chapter 6 of the book?

Effective meetings are crucial for fostering creativity, collaboration, and constructive feedback. Julie Joo advocates for purposeful, engaging meetings that respect participants’ time and provide clear action steps. She also stresses the importance of regularly reflecting on meetings to assess their necessity and effectiveness.

What are some of the key strategies for hiring well, as shared by Julie Joo?

Key strategies for hiring well include designing teams intentionally, understanding the skills and experiences needed, involving multiple interviewers, and making smart hiring decisions by examining past work and seeking trusted recommendations. Joo also advises looking for passionate advocates in the hiring process.

How does Julie Joo describe the challenges of leading a growing team?

Leading a growing team presents challenges such as the need for more structured management processes and the shift from direct involvement to delegation. Julie Joo emphasizes the importance of trust, empowering team members, and adapting management styles as teams expand. The goal is to align the team’s vision and priorities while managing the increased complexity.