title: [Book Sharing] When You Become a Manager, Can You Only Break Down Silently? - The Facebook Product Design VP's Path to Leading a Harmonious Team
published: false
date: 2022-05-14 00:00:00 UTC
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canonical_url: http://www.evanlin.com/reading-the-making-of-a-manager/
---
[](http://moo.im/a/8lxCRS "When You Become a Manager, Can You Only Break Down Silently?")
When You Become a Manager, Can You Only Break Down Silently? The Facebook Product Design VP's Path to Leading a Harmonious Team
The Making of a Manager : What to Do When Everyone Looks to You
Author: Julie Zhuo
Original Author: Julie Zhuo
Translator: Tianning Xu
Publisher: Times Publishing
#### Book Purchase Recommendation Website:
- [Readmoo Online Book Purchase](http://moo.im/a/8lxCRS)
# Preface:
This is the eighth book I've read this year. I bought this book a while ago and didn't read it, but I recently thought of some related issues, so I wanted to find answers through this book. This is a book written by a former senior manager of the FB design team, which contains some information that everyone wants to know, including:
- How to go from a professional independent contributor to a manager
- How to lead a small team
- How to lead a team to grow into a large team.
I highly recommend everyone to read it.
# Content Summary:
★ Amazon's Best Business Book of 2019, Wall Street Journal Bestseller.
★ Whether you're a rookie or a seasoned veteran, this book can help you become an ideal manager.
Who says colleagues will be happy for your promotion?
Julie Zhuo will never forget the expression on her colleagues' faces when she entered the meeting room on her first day as a manager, like a disillusioned teenager being forced to attend his cousin's Pokémon party, saying to her, "Do you know what you're doing?"
Oh my god, everything is terrible!
From an intern at Facebook to climbing the ranks, Julie, who didn't major in design, started a series of failures and frustrations in management after becoming a rookie manager at the age of 25. She originally thought it was the exciting next chapter in her career, but found that as a promoted manager, "she wasn't really sure how to do everything."
# Chapter List
Chapter 1 What is Management?
Chapter 2 Three Months into the New Job
Chapter 3 Leading a Small Team
Chapter 4 The Art of Giving Feedback
Chapter 5 Managing Yourself
Chapter 6 Great Meetings
Chapter 7 Hiring the Right People
Chapter 8 Making Things Happen
Chapter 9 Leading a Growing Team
Chapter 10 Cultivating Culture
This book describes the author's leadership principles in leading the FB design team from a small team to a large team. As a manager of a design team that values creativity, this book has some insightful sharing:
### The Manager's Responsibilities
As a manager, the primary task is to "ensure that the team knows what success looks like, and that everyone wants to succeed in doing so." You need to let everyone know the team's goals and genuinely believe that the goal is important.
### Whether Suitable for Managers
Many companies are starting to have ICs (Individual Contributors) (independent contributors: referring to those with strong technical skills but do not need to manage a team). Many senior and capable staff members don't actually need to rush to start managing-related skills, but instead need to recognize related things:
- As a manager, your time will be spent on how to make the team grow, and you won't have enough time to take care of your technical skills.
- Being a manager is not a promotion, it should be regarded as a job transition. Often, "ten times engineers" are highly sought-after personnel in many companies.
### You Must Show Trust
The common problem for those who have just transitioned from senior contributors to managers is that they cannot trust the people below them. Chekhov once said: "You must trust people, otherwise you can't live your life.", at the beginning of being a manager, you need to have enough empathy and trust.
### Management is Caring
- Replace questioning with care
- Try to assist and make them satisfied with their work
- Care about them whether they succeed or fail. Let them know that managers are not only there when they do things right.
- Coordinate standards of excellent performance
- Share and give feedback
### The Sandwich Feedback Method
- Give positive feedback first,
- Then point out areas for improvement
### Managing Yourself
- Reduce your necessary meetings (can be done at the beginning, but should be reduced later)
- Increase your management time
### Good 1 on 1 Template
- Both parties set the topic (2~3)
- Set the topic in advance, do not discuss on the day, to avoid divergence.
- Try to assist and care.
### About Products
- There is no end, online services are always iterating.
### About the Small Story of FB's Like Extension
- Originally only like, originally wanted "boo"
- But "boo" is easy to make social weak (objection), and also unclear. I object to your article, or your point of view, or a certain thing?
- Later, use "thumbs up", "heart", "care", "surprise" to start interacting
- Quoting **Jobs: "The so-called focus is not to make a good thing. But to reject a bunch of good ideas."**
### Advanced Courses for Senior Executives
- The next level managers need to unify the vision of the troops
- Reach a consensus
- Create a vision
- Are the views on personnel and processes consistent?
- Underperforming managers
- If there is an opportunity, will you replace him?
- Immediate feedback, set goals
- Try to make yourself work-free, and raise your level.
# Thoughts
The content of this book is well-organized and very realistic. You can really feel the author's related problems after becoming an independent contributor, and you can also feel how to lead a design team that requires creativity and ideas. I believe it is the same for development engineering teams. The advice from many one-on-one meetings has benefited me greatly. I think the experience of many team growth can give us a good reference when facing many things. There are also many leadership principles that can allow managers who are about to expand their teams to learn well.
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