Julie Zhuo loves learning about people. As one of Silicon Valley's top product design executives, she leads the teams behind some of the most popular web and mobile services used by billions of people around the world. Julie writes about technology, great user experiences, and leadership on her popular blog "The Year of the Looking Glass" as well as publications like the New York Times and Fast Company. She lives with her husband and two children in California.
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., 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.
##不厚的書 逼著自己纔看完的 書的文筆和很多內容沒有新意也是原因。怎麼說呢 有值得畫綫做摘錄的 比如經理的意義在於使團隊做齣遞呈效應 並不是要自己很會做某一項實際業務, 好的點子和好的執行,快速執行快速篩選優良的點子未嘗不會好過冗長的討論而沒有動作,越是管理大團隊越要懂得放權 micro management是行不通的。 管理三要素 purpose people process 團隊的精神理念目標應該經常宣講 使整個團隊理解並且契閤。但是其他有一些建議有點太理想化或者有隻適閤美國文化的局限 這裏就不多說瞭 整體來說還是值得一讀的 沒有空洞的理論,有的是樸實無華見微知著的管理經驗。很適閤管理者放在手邊沒事翻一翻,或者當成一本工具書,企業遇到睏難時從這裏尋找答案。 25歲作者就成為瞭臉書的産品經理,一下子壓力變大,手底下的員工都希望從和你的對話中得到工作建議。畢竟當大船在航行中遇到風浪時,...
評分 評分 評分 評分 評分##是本manager入門手冊 主要還是將人際交往和一些思維轉換的策略,非常乾貨
評分對忽然要管幾十人甚至幾百人的互聯網第一代管理者,是個值得多翻翻的小冊子。談到瞭有很多不易言傳的坑,也有很多理想主義在裏麵。現在越來越覺得,corporate governance和political savviness可能是會並存的兩個東西,對前者的優化不一定帶來後者的降低。 理解他人,達成共識,真是世界上最難的事情之一瞭。
評分 評分##業務綫經理和你拉傢常,像是博文閤集
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