Julie Zhuo

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?

The key is to treat your manager as a coach, not as a judge.

Whatever the skill, don’t be afraid to ask, “Hey, I’m really impressed with the way you [do X]. I’d love to learn from you. Would you be willing to grab a coffee with me and share your approach?”

What important team goals or processes should I be aware of and help push forward?

What does success look like in my first three and six months?

What will be my scope to start, and how do you expect it to change over time?

How will my transition be communicated?

What do I need to know about the people that I’ll be managing?

Does everyone get along? Are your processes efficient? Is your team known for rigorous and high-quality work?

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?