**A Wall Street Journal Bestseller!

Now fully revised and updated in this paperback edition

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 twenty-five. She stared at a long list of challenges-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?

Having now managed teams spanning tens of people to hundreds, Zhuo is ready to share the answers to all those questions, and more. The most important lesson of all? Great managers are made, not born. And if you're reading this book, you're already on your way to becoming a great manager.

In this revised and updated edition of The Making of a Manager, new managers will discover the transformative insights and practical examples that made the original an instant classic, along with essential new guidance for today's challenges-including how to build trust and maintain morale during downturns and layoffs, and how to foster culture and connection while managing remote teams.

Whether you're new to the job, a veteran leader, or looking to be promoted, this is the handbook you need to be the manager you've always wanted.

Autorentext

Julie Zhuo

Klappentext

No idea what you're doing? No problem. Good managers are made, not born.

Top tech executive Julie Zhuo remembers the moment when she was asked to lead a team. She felt like she'd won the golden ticket, until reality came crashing in. She was just 25 and had barely any experience being managed, let alone managing others.

Her co-workers became her employees overnight, and she faced a series of anxiety-inducing firsts, including agonising over whether to hire an interviewee; seeking the respect of reports who were cleverer than her; and having to fire someone she liked. Like most first-time managers, she wasn't given any formal training, and had no resources to turn to for help. It took her years to find her way, but now she's offering you the short-cut to success.

This is the book she wishes she had on day one. Here, she offers practical, accessible advice like:

· Don't hide thorny problems from your own manager; you're better off seeking help quickly and honestly
· Before you fire someone for failure to collaborate, figure out if the problem is temperamental or just a lack of training or coaching
· Don't offer critical feedback in a 'compliment sandwich' - there's a better way!

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've always wanted.