The Making of a Manager: What to Do When Everyone Looks to You by Julie Zhuo is a comprehensive

guide aimed at first-time managers, drawing on Zhuo’s experience as a designer and then a manager
at Facebook. It is structured as a practical handbook, addressing the challenges, responsibilities, and
mindset shifts involved in transitioning from an individual contributor to a manager. The book is filled
with real-world insights, checklists, and practical advice, making it a go-to resource for new managers
and those looking to improve their leadership skills.

Chapter 1: What Is Management?

Julie Zhuo opens by examining what management is really about, challenging common
misconceptions. Rather than controlling others or holding all the answers, Zhuo argues that
management is about achieving outcomes by making a team effective and enabling each member to
perform at their best. Good management, she suggests, involves creating an environment where
people feel motivated, supported, and empowered. She also introduces the idea that a manager’s
success is measured by the success of their team, not just individual contributions.

Key Takeaways:

 Definition of Management: Helping the team achieve collective goals.

 Focus on Empowerment: Management is more about enabling others than doing the work.

 Success Equals Team Success: A manager’s success is intertwined with the team’s
achievements.

Chapter 2: What to Expect When You’re Expecting to Lead

Zhuo addresses the internal struggles and uncertainties that accompany stepping into a managerial
role. Many new managers experience impostor syndrome, feel unsure of their capabilities, or worry
about making mistakes. Zhuo encourages new managers to embrace these feelings and to view the
role as a learning journey. She advises being open to feedback and understanding that it’s normal to
feel unprepared at first.

Key Takeaways:

 Expect Feelings of Self-Doubt: Recognize that imposter syndrome is common.

 Embrace the Learning Curve: Management skills are developed with experience.

 Stay Self-Aware and Open to Feedback: Acknowledge areas for growth and improvement.

Chapter 3: Leading a Small Team

Zhuo emphasizes the importance of establishing trust and building strong relationships when
managing a small team. She suggests that managers get to know their team members as individuals,
learning about their strengths, motivations, and goals. Regular 1:1 meetings are recommended as a
way to stay connected, address concerns, and provide guidance. Zhuo also covers goal-setting,
advising managers to create shared objectives that give the team direction and a sense of purpose.

Key Takeaways:

 Build Trust through Relationships: Develop an understanding of each team member.

  Utilize 1:1 Meetings: Use regular check-ins to stay connected and aligned.

 Create Shared Goals: Set objectives that unite the team around a common purpose.

Chapter 4: The Art of Feedback

Feedback is essential for growth, but it can be challenging to deliver effectively. Zhuo suggests that
feedback should be specific, actionable, and framed as an opportunity for improvement. She
introduces the "situation-behavior-impact" (SBI) model as a way to structure feedback that is clear
and focuses on specific behaviors. Zhuo also discusses the importance of creating a feedback-rich
environment where both positive and constructive feedback are normalized and valued.

Key Takeaways:

 Give Feedback that is Specific and Actionable: Avoid vague feedback and focus on
behaviors.

 Use the SBI Model: Clearly define the situation, behavior, and its impact.

 Encourage a Culture of Feedback: Regular feedback should be a natural part of team culture.

Chapter 5: Managing Yourself

Effective managers are able to manage their own time, priorities, and energy. Zhuo explains the
importance of focusing on high-impact tasks, learning to delegate, and setting boundaries to avoid
burnout. She encourages managers to be mindful of their workload, to create schedules, and to
prioritize their own well-being. Zhuo stresses that a manager must take care of themselves to be fully
present and effective for their team.

Key Takeaways:

 Prioritize High-Impact Activities: Focus on work that directly supports team goals.

 Learn to Delegate: Delegation is crucial for managing a larger workload.

 Take Care of Yourself: Prioritize self-care and set boundaries to prevent burnout.

Chapter 6: Making Things Happen

This chapter covers the execution side of management. Zhuo explains that managers are responsible
for guiding their team to achieve results, which involves planning, goal-setting, and tracking progress.
She discusses frameworks for project management, like breaking down tasks into manageable
pieces, setting timelines, and monitoring progress. Zhuo advises keeping the team aligned on
priorities and encourages managers to adapt plans as needed to address challenges or shifting goals.

Key Takeaways:

 Set Clear Goals and Timelines: Define what needs to be achieved and when.

 Track Progress and Adapt: Regularly assess progress and adjust plans as necessary.

 Align the Team on Priorities: Keep everyone focused on the most important goals.
Chapter 7: Hiring Well

Building an effective team starts with hiring the right people. Zhuo explains her approach to
recruitment, emphasizing the importance of finding candidates who fit both the skill requirements
and the team’s culture. She advocates for a structured interview process to reduce bias and ensure
consistency. Zhuo suggests defining clear expectations, asking relevant questions, and involving the
team in the hiring process.

Key Takeaways:

 Focus on Both Skills and Cultural Fit: Look for candidates who align with team values.

 Use a Structured Interview Process: Consistency helps reduce bias and improve hiring
quality.

 Involve the Team in Hiring: Seek input from the team to ensure a good fit.

Chapter 8: Managing a Team

With a larger team, managers need more structured processes to ensure everyone is aligned and
working collaboratively. Zhuo explains the importance of defining roles, setting clear team goals, and
fostering a collaborative environment. She offers tips on conflict resolution, suggesting that
managers address issues transparently and create a culture of open communication where conflicts
can be resolved constructively.

Key Takeaways:

 Define Roles and Goals Clearly: Clarity in roles and goals helps avoid confusion.

 Foster Collaboration: Encourage team members to work together and support one another.

 Address Conflicts Proactively: Create an environment where conflicts can be resolved

openly.

Chapter 9: Nurturing Culture

Zhuo highlights the manager’s role in nurturing and sustaining team culture. Culture involves the
shared values, norms, and behaviors that define how a team works together. Zhuo suggests that
managers model the values they want to see, celebrate successes, and address issues transparently.
She emphasizes the importance of an inclusive culture where everyone feels valued and respected.

Key Takeaways:

 Model Desired Behaviors: Lead by example in demonstrating team values.

 Celebrate Wins and Address Issues: Reinforce positive behaviors and address toxic ones.

 Foster Inclusivity: Ensure all team members feel respected and included.

Chapter 10: Communication Is Key

Effective communication is essential for good management. Zhuo covers different forms of
communication, such as team meetings, all-hands meetings, and written memos. She stresses the
importance of transparency, especially during challenging times, and offers advice on handling
difficult conversations. Zhuo encourages managers to be clear, empathetic, and to create an
environment where everyone feels comfortable sharing their thoughts.

Key Takeaways:

 Communicate Clearly and Transparently: Avoid ambiguity and foster openness.

 Handle Difficult Conversations with Empathy: Approach tough discussions with care.

 Encourage Open Communication: Ensure team members feel heard and valued.

Chapter 11: Making Good Decisions

Decision-making is one of the most challenging aspects of management. Zhuo provides strategies for
making informed decisions, such as gathering input, assessing risks, and considering the long-term
impact. She advises managers to be transparent about the decision-making process and to avoid
analysis paralysis by making timely decisions.

Key Takeaways:

 Gather Input but Decide Decisively: Seek perspectives, but avoid getting stuck in indecision.

 Consider Long-Term Impact: Focus on decisions that support team and organizational goals.

 Be Transparent: Clearly explain the reasoning behind decisions.

Chapter 12: Supporting Your Team’s Growth

One of the manager’s key roles is to support their team’s professional development. Zhuo offers tips
for creating personalized development plans, identifying growth opportunities, and helping team
members reach their potential. She encourages managers to provide feedback, celebrate
achievements, and give team members projects that align with their aspirations and strengths.

Key Takeaways:

 Identify Individual Strengths and Goals: Personalize development plans for each team
member.

 Provide Growth Opportunities: Assign projects that challenge and develop skills.

 Celebrate and Support Progress: Recognize achievements and offer guidance for
improvement.

Chapter 13: Managing Managers

When managing other managers, the role shifts from hands-on supervision to coaching and
mentorship. Zhuo discusses the importance of empowering other managers, setting expectations,
and giving them the freedom to lead their teams. She advises providing constructive feedback and
creating a culture where managers can develop their leadership skills.

Key Takeaways:

 Focus on Empowerment: Enable other managers to lead with autonomy.

 Set Clear Expectations: Define what is expected in their leadership role.

 Provide Mentorship and Feedback: Guide their growth as managers.

Chapter 14: Building Your Team’s Culture

Zhuo dives deeper into building a sustainable culture that reflects shared values and goals. She
advises managers to define core values, promote desired behaviors, and create rituals or traditions
that reinforce the team culture. Zhuo emphasizes the importance of maintaining an inclusive,
respectful, and collaborative environment.

Key Takeaways:

 Define and Reinforce Core Values: Create a shared vision for team behavior.

 Encourage Positive Traditions: Reinforce culture through rituals and celebrations.

 Maintain Inclusivity and Respect: Ensure a supportive, welcoming environment.

Chapter 15: The Journey Ahead

In the final chapter, Zhuo reflects on the journey of management, emphasizing that it’s a continuous
learning process. She encourages managers to embrace change, stay curious, and remain open to
growth. Zhuo reminds readers that good managers never stop learning and adapting, and that
success lies in the commitment to ongoing self-improvement and support for the team.

Key Takeaways:

 Embrace Lifelong Learning: Management skills evolve with experience.

 Stay Open to Growth: Continuously seek feedback and improve.

 Support the Team’s Journey: Guide the team in a way that promotes collective success.

Conclusion

The Making of a Manager by Julie Zhuo is a guide for new and seasoned managers alike, providing
practical, relatable advice for every stage of the management journey. Each chapter is filled with
actionable insights that help managers build strong teams, nurture positive cultures, and support
individual and collective growth.