Leadership is the skill of being able to help guide and influence people.A manager is a role. For a manager to be effective, she should be a leader. But a leader doesn't have to be a manager. The job as a manager is to empower your team to find solutions, not to "save the day".

Leadership vs Management

Your role as a manager is not to do the work yourself, even if you are the best at it, because that will only take you so far. Your role is to improve the purpose, people, and process of your team to get as high a multiplier effect on your collective outcome as you can.

All the tasks that a manager has to do can be put into one of three categories:<ol><li>Purpose - the outcome your team is trying to accomplish. It is also known as the why. Your job as a manager is to ensure your team knows what success looks like and care about achieving it.</li><li>People, or the who. Are the members of your team set up to succeed? Do they have the right skills, and are they motivated?</li><li>Process, or how your team works together. You may have a great team that understands the end goal, but tasks can get overly complicated if it's not clear how everyone is supposed to work together.</li></ol>

Conditions that increase the success of a team

Feedback is a powerful tool to help your team grow. <ul><li>Ensure that feedback is specific and actionable.</li><li>Clarify what success looks and feels like. </li><li>The next steps. Instead of suggesting the next steps, empower your team to learn on their own. Ask what they think the next steps should be? Then allow them to guide the discussion.</li></ul>

The art of feedback

Hiring is the opportunity to build the future of your organisation.<ul><li>Hiring managers should list what they consider ideal candidates.</li><li>Interviews are first impressions, so try to create a great interview experience.</li><li>Seek out trusted recommendations.</li><li>Use multiple interviewers to reduce bias and notice any red flags easily missed by one person.</li></ul>

Hiring well

Management is the belief that you don't have to do everything yourself or even know how to do everything.  All managers share a common purpose - that of helping a group of people achieve a common goal. The job of a manager: <ul><li>Building a team that works well together.</li><li>Supporting members in reaching their career goals.</li><li>Creating processes to get work done smoothly and efficiently.</li></ul>

Definition of a manager

Good meetings have an ideal outcome, not just a purpose.  <ul><li>Decision-making meetings should get a decision made, include the stakeholders, present options or recommendations, and allow for dissenting opinions.</li><li>Informal meetings should make participants feel like they learned something that they could engage in and communicate.</li><li>Feedback meetings get everyone on the same page and end with the next steps.</li><li>Idea-generating meetings should consider all ideas from individuals that first brainstorm alone.</li></ul>

Great meetings

A great manager needs to get a deep knowledge of their strengths, values, comfort zones, blind spots, and biases. If you don't know how to manage yourself, you won't have a good handle on how to best support your team. Questions to help you understand yourself:<ul><li>How would people close to me describe me in three words?</li><li>What three qualities of myself am I the proudest of?</li><li>The top three pieces of positive feedback I've received?</li><li>What does my inner critic constantly tell me?</li><li>Can I name three common feedbacks on how I could be more effective?</li></ul>

Managing yourself

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Managing Remotely

Instant Wall Street Journal Bestseller! 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. 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.

books

Books

Instant Wall Street Journal Bestseller! 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. 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.

Conditions that increase the success of a team

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