Julie Zhuo

Use language that invites discussion: “I may be totally wrong here, so tell me if you disagree. My opinion is . . .”

scanning through my calendar every morning and preparing for each meeting, developing a robust note-taking and task-management system, finding pockets for reflection at the end of every week. Some days I’m still distracted. But I’ve come to accept that there will always be a dozen different issues to work through at any given time—some big, some small, and some unexpected—and as the manager of a large team, you learn to roll with it

“You must trust people, or life becomes impossible,” the writer Anton Chekhov once said

How can you achieve stellar 1:1s?

Fake it till you make it

That line of thinking was a mistake

You can be someone’s manager, but if that person does not trust or respect you, you will have limited ability to influence him.

How do I make decisions?
What do I consider a job well done?
What are all the responsibilities I took care of when it was just me?
What’s easy or hard about working in this function?
What new processes are needed now that this team is growing?

It may seem counterintuitive, but the feedback process should begin before any work does.

“Does this feedback resonate with you? Why or why not?