具体描述
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.
用户评价
##总算读完了。就谈如何做经理比较全吧，但也没太多印象深刻的，三观是正的，可以看
评分##对于新手的管理者来说，很多观点还是很启发的。尤其是在自己的工作和平衡团队工作上，也有了更多的实际对照。推荐给准备升职的大家。
评分##其实这本management技巧并没有讲的很好 大部分还是讲了自己的经历 然后根据自己的经历更真诚的讲一些技巧 技巧不多也不怎么smart 只能说比较平常都知道的那种 另外这本虽然说是FB的老板 但是里面好几处提到了亚麻的LP还是挺有趣 看来大姐夫有大智慧
评分##不厚的书 逼着自己才看完的 书的文笔和很多内容没有新意也是原因。怎么说呢 有值得画线做摘录的 比如经理的意义在于使团队做出递呈效应 并不是要自己很会做某一项实际业务， 好的点子和好的执行，快速执行快速筛选优良的点子未尝不会好过冗长的讨论而没有动作，越是管理大团队越要懂得放权 micro management是行不通的。 管理三要素 purpose people process 团队的精神理念目标应该经常宣讲 使整个团队理解并且契合。但是其他有一些建议有点太理想化或者有只适合美国文化的局限 这里就不多说了 整体来说还是值得一读的
评分##不厚的书 逼着自己才看完的 书的文笔和很多内容没有新意也是原因。怎么说呢 有值得画线做摘录的 比如经理的意义在于使团队做出递呈效应 并不是要自己很会做某一项实际业务， 好的点子和好的执行，快速执行快速筛选优良的点子未尝不会好过冗长的讨论而没有动作，越是管理大团队越要懂得放权 micro management是行不通的。 管理三要素 purpose people process 团队的精神理念目标应该经常宣讲 使整个团队理解并且契合。但是其他有一些建议有点太理想化或者有只适合美国文化的局限 这里就不多说了 整体来说还是值得一读的
评分对忽然要管几十人甚至几百人的互联网第一代管理者，是个值得多翻翻的小册子。谈到了有很多不易言传的坑，也有很多理想主义在里面。现在越来越觉得，corporate governance和political savviness可能是会并存的两个东西，对前者的优化不一定带来后者的降低。 理解他人，达成共识，真是世界上最难的事情之一了。
评分##有学到
评分##这本不长的书我也看了六个月才看完，也是很佩服自己。
评分##这本不长的书我也看了六个月才看完，也是很佩服自己。
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