{"id":20374,"date":"2026-07-08T11:45:08","date_gmt":"2026-07-08T15:45:08","guid":{"rendered":"https:\/\/sourcelive.hr.msu.edu\/?p=20374"},"modified":"2026-07-08T11:45:10","modified_gmt":"2026-07-08T15:45:10","slug":"a-middle-managers-book-review-the-making-of-a-manager-by-julie-zhou","status":"publish","type":"post","link":"https:\/\/sourcelive.hr.msu.edu\/?p=20374","title":{"rendered":"A Middle Manager\u2019s Book Review: \u201cThe Making of a Manager\u201d by Julie Zhou"},"content":{"rendered":"\n

This is a series where I, a middle manager who happens to be an avid reader, review leadership books to share what I learned and whether I think they\u2019re worth the read.<\/em><\/p>\n\n\n\n

As I started drafting this blog, I was prepared to write about why The Making of a Manager<\/em> by Julie Zhuo wasn’t really for me. But after reflecting on the book, I realized there were several valuable insights worth sharing. Coincidentally, most of those takeaways came from the first 100 pages.<\/p>\n\n\n\n

The book is described as a guide to building trust, navigating uncertainty, and understanding what separates great managers from average ones. While it covers a broad range of management topics, three ideas stood out to me and have already started shaping how I think about leading my team.<\/p>\n\n\n\n

Everything Goes Back to the People<\/strong><\/p>\n\n\n\n

This chapter resonated with me because I’m part of a small team of four. Although we work mostly remotely, we’ve built strong relationships and a high level of trust. Reading this section made me realize, however, that I’ve been making an important assumption.<\/p>\n\n\n\n

We rarely stop to define what “great work” looks like for our team and our individual work.<\/p>\n\n\n\n

Having a strong team doesn’t eliminate the need for clear expectations. In fact, it makes those conversations even more important. Moving forward, I will incorporate discussions about what success looks like into our one-on-one meetings and performance planning conversations. I want everyone to understand not only what they’re expected to do, but also how they can excel in their work.<\/p>\n\n\n\n

Trust Is Built Through Honest Conversations<\/strong><\/p>\n\n\n\n

One of the book’s strongest messages is that trust is the foundation of effective leadership. A specific piece of advice that stood out to me was to “strive for all your one-on-one meetings to feel a little awkward<\/em>.”<\/p>\n\n\n\n

At first, that idea felt counterintuitive. But the more I thought about it, the more it made sense. The conversations that create trust often involve difficult feedback, coaching, or acknowledging our own mistakes. Those moments can be uncomfortable, but they’re also where growth happens.<\/p>\n\n\n\n

Zhuo encourages managers to “strive to be human, not a boss<\/em>.” That’s an approach I try to take with my team. When I make a mistake or recognize that I could have handled something differently, I talk about it openly and share what I’ve learned. My team doesn’t expect perfection, but they do deserve a leader who is committed to continuous improvement.<\/p>\n\n\n\n

Invest Time in Helping Your Team Succeed<\/strong><\/p>\n\n\n\n

The book also reinforced feedback I recently received from my own supervisor: make one-on-one meetings more intentional and consider setting an agenda.<\/p>\n\n\n\n

Historically, my one-on-ones have followed a familiar pattern. We spend a few minutes catching up personally, discussing current projects, and talking about any support that’s needed. While that approach works, Zhuo suggests adding more structure to ensure important topics don’t get overlooked.<\/p>\n\n\n\n

Her framework includes discussing priorities, aligning on what “great” looks like, exchanging feedback, and reflecting on what’s working and what isn’t. I especially appreciate the emphasis on two-way feedback.<\/p>\n\n\n\n

Too often, conversations about expectations and performance are reserved for annual reviews when they should be happening throughout the year. If we expect great work year-round, we need to provide guidance and feedback year-round as well.<\/p>\n\n\n\n

I also believe effective leadership requires regularly asking team members how I’m doing and what they need from me to be successful. After all, my success as a leader is measured by how well I support theirs.<\/p>\n\n\n\n

As a result of reading this book, I’ll be making a few changes to how I approach one-on-one meetings and feedback conversations. Sometimes a small adjustment in how we communicate can make a meaningful difference in how we lead.<\/p>\n\n\n\n

Was it worth the read? Yes.<\/strong><\/p>\n\n\n\n

Even though most of my takeaways were found early in the book, I still think it was worth the read overall. Since much of Zhou\u2019s management experience comes from working in tech startups and I work here at MSU, I didn\u2019t think that every chapter was applicable to my role. However, the advice I did find helpful was timely and useful and will have a positive impact on my team.<\/p>\n\n\n\n

Borrow this book or recommend my next one!<\/strong><\/p>\n\n\n\n

Is there a leadership book you want me to read and then write about? Or do you want to borrow this book from me? Let me know! Email me at fetherch@msu.edu<\/a>.<\/p>\n\n\n\n

Thanks for reading!<\/p>\n","protected":false},"excerpt":{"rendered":"

This is a series where I, a middle manager who happens to be an avid reader, review leadership books to share what I learned and whether I think they\u2019re worth the read. As I started… Continue Reading… A Middle Manager\u2019s Book Review: \u201cThe Making of a Manager\u201d by Julie Zhou<\/span><\/a><\/p>\n","protected":false},"author":23,"featured_media":20100,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"__cvm_playback_settings":[],"__cvm_video_id":"","_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_post_was_ever_published":false},"categories":[1],"tags":[],"class_list":["post-20374","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"jetpack_featured_media_url":"https:\/\/i0.wp.com\/sourcelive.hr.msu.edu\/wp-content\/uploads\/2026\/04\/middle-manager-book-review-scaled.jpg?fit=2560%2C1344&ssl=1","jetpack_sharing_enabled":true,"jetpack_likes_enabled":true,"jetpack_shortlink":"https:\/\/wp.me\/pb1fcA-5iC","_links":{"self":[{"href":"https:\/\/sourcelive.hr.msu.edu\/index.php?rest_route=\/wp\/v2\/posts\/20374","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/sourcelive.hr.msu.edu\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/sourcelive.hr.msu.edu\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/sourcelive.hr.msu.edu\/index.php?rest_route=\/wp\/v2\/users\/23"}],"replies":[{"embeddable":true,"href":"https:\/\/sourcelive.hr.msu.edu\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=20374"}],"version-history":[{"count":2,"href":"https:\/\/sourcelive.hr.msu.edu\/index.php?rest_route=\/wp\/v2\/posts\/20374\/revisions"}],"predecessor-version":[{"id":20376,"href":"https:\/\/sourcelive.hr.msu.edu\/index.php?rest_route=\/wp\/v2\/posts\/20374\/revisions\/20376"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/sourcelive.hr.msu.edu\/index.php?rest_route=\/wp\/v2\/media\/20100"}],"wp:attachment":[{"href":"https:\/\/sourcelive.hr.msu.edu\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=20374"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/sourcelive.hr.msu.edu\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=20374"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/sourcelive.hr.msu.edu\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=20374"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}