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    Summary of Julie Zhuo's The Making of a Manager
    Summary of Julie Zhuo's The Making of a Manager
    Summary of Julie Zhuo's The Making of a Manager
    Ebook45 pages36 minutes

    Summary of Julie Zhuo's The Making of a Manager

    By IRB Media

    ()

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    • Communication

    • Leadership

    • Feedback

    • Management

    • Decision-Making

    • Mentorship

    • Self-Discovery

    • Fish Out of Water

    • Chosen One

    • Prophecy

    • Overcoming Adversity

    • Transformation

    • Magical Artifact

    • Power Dynamics

    • Inner Struggle

    • Process

    • Decision Making

    • Work-Life Balance

    • Teamwork

    • Time Management

    About this ebook

    Please note: This is a companion version & not the original book.

    Book Preview: #1 I was hired to be the manager of the Facebook team in May of 2006. I had very little experience, but I was eager to make my mark on the world. I had no institutionalized doctrines or tragic failures to speak of.

    #2 The answers to the question, What is the job of a manager. are an assortment of activities. If I asked you, What is the job of a soccer player. you would say that it’s to attend practices, pass the ball to their teammates, and attempt to score goals.

    #3 The definition of management is the belief that a team of people can achieve more than a single person going it alone. It is the realization that you don’t have to do everything yourself, be the best at everything yourself, or even know how to do everything yourself.

    #4 A great manager’s team will consistently achieve great outcomes. If the outcome you care about is building a thriving lemonade business, then a great manager’s team will turn a higher profit than a mediocre manager’s team.

    LanguageEnglish
    PublisherIRB Media
    Release dateMar 15, 2022
    ISBN9781669359067
    Summary of Julie Zhuo's The Making of a Manager
    Author

    IRB Media

    With IRB books, you can get the key takeaways and analysis of a book in 15 minutes. We read every chapter, identify the key takeaways and analyze them for your convenience.

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      Book preview

      Summary of Julie Zhuo's The Making of a Manager - IRB Media

      Insights on Julie Zhuo's The Making of a Manager

      Contents

      Insights from Chapter 1

      Insights from Chapter 2

      Insights from Chapter 3

      Insights from Chapter 4

      Insights from Chapter 5

      Insights from Chapter 6

      Insights from Chapter 7

      Insights from Chapter 8

      Insights from Chapter 9

      Insights from Chapter 10

      Insights from Chapter 11

      Insights from Chapter 1

      #1

      I was hired to be the manager of the Facebook team in May of 2006. I had very little experience, but I was eager to make my mark on the world. I had no institutionalized doctrines or tragic failures to speak of.

      #2

      The answers to the question, What is the job of a manager. are an assortment of activities. If I asked you, What is the job of a soccer player. you would say that it’s to attend practices, pass the ball to their teammates, and attempt to score goals.

      #3

      The definition of management is the belief that a team of people can achieve more than a single person going it alone. It is the realization that you don’t have to do everything yourself, be the best at everything yourself, or even know how to do everything yourself.

      #4

      A great manager’s team will consistently achieve great outcomes. If the outcome you care about is building a thriving lemonade business, then a great manager’s team will turn a higher profit than a mediocre manager’s team.

      #5

      The first part of your job as a manager is to make sure your team knows what success looks like and cares about achieving it. This requires understanding and believing in your team’s purpose, and then sharing it with them at every opportunity.

      #6

      The last bucket is process, which describes how your team works together. You must develop trusting relationships with your employees, understand their strengths and weaknesses, make good decisions about who should do what, and coach them to do their best.

      #7

      When you are a manager, your role is not to do the work yourself, even if

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