The Making of a Manager: What to Do When Everyone Looks to You

by Julie Zhuo

better outcomes come from hearing a diversity of perspectives.

Prioritizing diversity isn’t just a poster or a slogan. It’s the belief that diversity in all aspects—from gender to race to work history to life experiences—leads to better ideas and better results.

hire the best people and empower them to do more and more

It’s not our core competency, and we’ll probably end up spending double the time for 80 percent the quality of what a specialized team could do.

People who achieve the most are selective as well as determined.”

Prioritization is key, and it’s an essential managerial skill.

“People think focus means saying yes to the thing you’ve got to focus on.4 But that’s not what it means at all. It means saying no to the hundred other good ideas that there are.

Innovation is saying no to 1,000 things.”

When ownership isn’t clear, things slip through the cracks.

The most brilliant plans in the world won’t help you succeed if you can’t bring them to life.

One of the biggest challenges of managing at scale is finding the right balance between going deep on a problem and stepping back and trusting others to take care of it.

What I learned is that it didn’t matter how I saw myself. When people don’t know you well and see that you’re in a position of authority, they’re less likely to tell you the ugly truth or challenge you

Emphasize that you welcome dissenting opinions and reward those who express them.

You can’t do everything, so you must prioritize.

At higher levels of management, the job starts to converge regardless of background.

“the art of knowing when to dive in yourself and when to step back and entrust others.”

Do we feel like we have the right people on the right problems?”

“If you want to build a ship, don’t drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea.”

Would you hire this person again if the role were open? If the answer is no, make the move.

anything your report can do just as well or better than you, you should delegate.

an organization’s culture is best understood not from reading what’s written on its corporate website but from seeing what it’s willing to give up for its values.

Assume that for the message to stick, it should be heard ten different times and said in ten different ways.

There is much left to learn, and I am far from being the manager I aspire to be.

one of the best compliments I’ve ever received: “You’ve built a great team, and I’m excited to be a part of it.”

hearts and minds directed toward a shared purpose, guided by shared values.