Julie Zhuo loves learning about people. As one of Silicon Valley's top product design executives, she leads the teams behind some of the most popular web and mobile services used by billions of people around the world. Julie writes about technology, great user experiences, and leadership on her popular blog "The Year of the Looking Glass" as well as publications like the New York Times and Fast Company. She lives with her husband and two children in California.
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.
##业务线经理和你拉家常,像是博文合集
评分Why Feedback? 人们总说,Feedback is a Gift. 在公司年终review的时候有manager和XFN/peer feedback. 在平时和manager 1:1或者重大工作delivered了之后,有时候也会遇到别人主动提feedback。 当你想说的feedback是夸赞的时候,会容易很多,有谁不爱赞美和被认可呢?此处唯一的...
评分 评分##不厚的书 逼着自己才看完的 书的文笔和很多内容没有新意也是原因。怎么说呢 有值得画线做摘录的 比如经理的意义在于使团队做出递呈效应 并不是要自己很会做某一项实际业务, 好的点子和好的执行,快速执行快速筛选优良的点子未尝不会好过冗长的讨论而没有动作,越是管理大团队越要懂得放权 micro management是行不通的。 管理三要素 purpose people process 团队的精神理念目标应该经常宣讲 使整个团队理解并且契合。但是其他有一些建议有点太理想化或者有只适合美国文化的局限 这里就不多说了 整体来说还是值得一读的 没有空洞的理论,有的是朴实无华见微知著的管理经验。很适合管理者放在手边没事翻一翻,或者当成一本工具书,企业遇到困难时从这里寻找答案。 25岁作者就成为了脸书的产品经理,一下子压力变大,手底下的员工都希望从和你的对话中得到工作建议。毕竟当大船在航行中遇到风浪时,...
评分Why Feedback? 人们总说,Feedback is a Gift. 在公司年终review的时候有manager和XFN/peer feedback. 在平时和manager 1:1或者重大工作delivered了之后,有时候也会遇到别人主动提feedback。 当你想说的feedback是夸赞的时候,会容易很多,有谁不爱赞美和被认可呢?此处唯一的...
评分读Julie Zhuo的the making of a manager。文笔真好,读起来像小说和自传,学了知识,还认识了她这个典型的ABC牛娃,特征是牛而不自知,加上纯真的内心。 想想我在美帝经历过的n个各种背景manager,也是各有特色了。爱讲笑话的老美大叔,略内向爱打游戏的老美小哥,特别会关心人...
评分 评分##通过问自己3个问题判断自己是否能成为一名优秀的经理:你觉得实现一个具体的目标更激励你,还是扮演一个具体的角色更激励你?你喜欢和别人说话吗?你是否擅长处理危机事件? 领导力是一种特质,而不是一个职位。在我们生命中得某些时刻,我们都曾是领导者或者追随者。伟大的领...
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