Table Of Content

Cover Page: i Title Page Page: v Copyright Page: vi Dedication Page: vii Contents Page: ix Introduction: Great Managers Are Made, Not Born Page: xi Chapter One: What Is Management? Page: 13 The One-Line Definition of a Manager’s Job Page: 17 How Do You Tell a Great Manager from an Average Manager? Page: 19 The Three Things Managers Think About All Day Page: 21 Managing in Survival Mode Page: 26 How Do You Know if You’ll Be a Great Manager? Page: 27 The Difference Between Leadership and Management Page: 34 Chapter Two: Your First Three Months Page: 37 The Apprentice Page: 40 The Pioneer Page: 44 The New Boss Page: 47 The Successor Page: 51 Chapter Three: Leading a Small Team Page: 55 Everything Always Goes Back to People Page: 58 Trust Is the Most Important Ingredient Page: 59 Strive to Be Human, Not a Boss Page: 63 Help People Play to Their Strengths Page: 70 The One Thing You Shouldn’t Tolerate on Your Team Page: 73 You Don’t Always Have to Make It Work Page: 74 Make People Moves Quickly Page: 76 Chapter Four: The Art of Feedback Page: 81 What Does Great Feedback Look Like? Page: 84 Every Major Disappointment Is a Failure to Set Expectations Page: 89 Your Feedback Only Counts if It Makes Things Better Page: 92 Delivering Critical Feedback or Bad News Page: 99 Chapter Five: Managing Yourself Page: 105 Everybody Feels Like an Imposter Sometimes Page: 109 Get to Brutal Honesty with Yourself Page: 111 Understand Yourself at Your Best and Worst Page: 118 Finding Your Confidence When You’re in the Pit Page: 122 Learning to Be Twice as Good Page: 130 Chapter Six: Amazing Meetings Page: 139 What Is a Great Outcome for Your Meeting? Page: 143 Invite the Right People Page: 149 Give People a Chance to Come Prepared Page: 151 Make It Safe for People to Contribute Page: 153 Some Meetings Don’t Need You and Some Don’t Need to Exist at All Page: 157 Chapter Seven: Hiring Well Page: 161 Design Your Team Intentionally Page: 165 Hiring Is Your Responsibility Page: 166 Hiring Is a Gamble, but Make Smart Bets Page: 170 Hiring When You Need Five, Ten, or Hundreds of People Page: 180 Chapter Eight: Making Things Happen Page: 189 Start with a Concrete Vision Page: 192 Perfect Execution Over Perfect Strategy Page: 202 Good Process Is Ever Evolving Page: 210 Chapter Nine: Leading a Growing Team Page: 215 Big Teams Versus Small Teams Page: 218 The Tightrope Act of Great Delegation Page: 223 Giving People Big Problems Is a Sign of Trust Page: 225 Two Heads, One Shared Vision Page: 227 What to Do When a Manager Struggles Page: 229 Aim to Put Yourself Out of a Job Page: 231 Chapter Ten: Nurturing Culture Page: 237 Know the Kind of Team You Want to Be a Part Of Page: 240 Never Stop Talking About What’s Important Page: 242 Always Walk the Walk Page: 244 Create the Right Incentives Page: 246 Invent Traditions That Celebrate Your Values Page: 249 Epilogue: The Journey Is 1% Finished Page: 253 Acknowledgments Page: 257 Notes Page: 261 Index Page: 266

Description:

Instant Wall Street Journal Bestseller! 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. 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.