Four Essential Lessons from The Making of a Manager

Julie Zhuo, Vice President of Product Design at Facebook, provides practical advice for those aspiring to be excellent managers based on her experiences from her first role as a manager in The Making of a Manager.

Focus on Improving Overall Team Output Rather Than Daily Activities

When Julie first became the design director at Facebook, like many new managers, she thought her job was to hold meetings, check on progress, and provide feedback. Over nearly a decade, she gradually realized that a manager should enable the team to achieve better output and focus on broader issues like collaboration efficiency. Excellent managers should not be limited to daily activities but should lead their teams in pursuing outstanding results and progress.

Andy Grove's first lesson for managers states that a manager's output = the output of their own team under their influence + the output of adjacent teams.

Provide Feedback Objectively and Incorporate Multiple Perspectives for Reference

Giving feedback to team members is an essential part of a manager's job. This can be challenging, as criticism can sometimes hurt feelings. To address this, Julie proposes two methods. The first is to provide timely feedback on recently completed tasks, ensuring that the focus is on the issue rather than the person, whether through email or face-to-face. The second is to introduce multiple perspectives, allowing team members to understand viewpoints from others beyond just the manager, which can often be objective and valuable.

Hold Meetings with Clear Goals and Expected Outcomes

Meetings often come across as lengthy, unnecessary, and bureaucratic, especially when their purpose is unclear. To ensure efficiency, it is essential to have a structured process and clearly defined expected outcomes. Expected outcomes can include information presentation and sharing or making a specific decision. The latter is more complex and requires the participation of all individuals directly affected by that decision. Managers should ensure that relevant information is presented completely and objectively, and that everyone's opinions are heard and respected.

Plan Ahead for Hiring Decisions

Recruitment is a significant responsibility for managers. It is not simply about quickly finding someone to fill a vacancy without considering the candidate's skills and experience; it requires planning ahead. At the beginning of each year, Julie analyzes and lists the positions that need to be filled. She summarizes the following questions for managers looking to create their own hiring plans to consider.

• Considering the team's primary tasks and budget, how many new employees can you realistically hire?
• What skills does the existing team need most? Which skills are already well represented?
• How many years of relevant work experience do new hires need?
• What personalities or traits can enhance the diversity of the existing team?