In Silicon Valley
How Team Leaders Are Born and Grow

Even in this era where Generation Z is entering the workforce and the way we work is changing, managers are emerging everywhere.
But if you continue to assign tasks, deliver feedback, and lead meetings in the same way as before, you might unknowingly end up with your entire team leaving the company.
This book is about 'Everything a Beginner Team Leader Needs to Know in a Changing World' written by Julie Zhuo, who started as a Facebook intern, became a team leader in three years, and is currently the Vice President of Design.
The author, who had no experience managing people, learned all the know-how he learned through trial and error as he became a manager at one of the fastest-growing companies in Silicon Valley, including how to hire high-performing people, create meaningful meetings for everyone, and maintain good teamwork while achieving outstanding results.
If you've just added a single team member, or if you've been a team leader for years but still find people management difficult, this book will provide clear answers.

In 2012, I was promoted to Design Director, reporting directly to Chief Product Officer Chris Cox.
I remember asking him early on how he evaluated managers.
He smiled and replied, “It’s simple.”
There were two main criteria by which he evaluated our team: one was performance.
Does our team produce valuable, usable, and polished design work? Another factor was our team's strengths and satisfaction.
Am I selecting and developing my team members well? Are our team members working together happily and effectively? The first criterion was our current performance, and the second was whether we were preparing for outstanding performance in the future.
I have been using Chris's evaluation method ever since to evaluate my managers.

--- 「Chapter 1.
From "What is Management?"

There exists a fantasy in the world about "solo power users" who look down on others while being treated as heroes for their unique abilities.
Sherlock Holmes is portrayed as a charming character like Iron Man, but in reality, no matter how good he is, he is the type of person you would not want on your team.
Their mere presence diminishes the capabilities of the rest of the team.


I've worked with someone like that before.
He was a very creative and productive person, but he always thought he was right, so when a subordinate offered a different opinion, he would scold them by saying things like, "You better watch your step."
The team members tried to avoid being involved with him in any way.
To borrow a phrase from someone, it was because “I was a person who thought everyone else was a fool.”
He had to spend a tremendous amount of time trying to calm the war of nerves that was brewing between him and the other team members.
Looking back now, the toxic energy he gave off really had a negative impact on the team.
But at the time, I was still an inexperienced manager and didn't know that important fact.
I couldn't see the problem properly, thinking, 'But it's still going to break down into one thing.'


I later learned that the team could only grow if a capable player left.
When a capable player leaves, the void will be felt immediately, but the dark clouds hanging over the team will lift.
Team members can relax and collaborate with open minds, improving overall team productivity and performance.
And I also learned that there are people in this world who are not only talented but also humble and considerate.
So, you can set the bar high for collaboration skills.
No, you have to hold it high.
There are definitely people with good personalities and abilities in the world.
Never compromise with people who think that if they are good, they can trample on others.

--- 「Chapter 2.
From "How to Lead a Small Team"

How should you deliver bad news about a decision? For example, if someone has been appointed to a coveted position, a team member has been removed from a project, or a team member has been removed from the team, you should bring up that issue immediately.

“I decided to leave this project to someone else.”

You are the decision maker.
So, we must speak clearly and without leaving any room for discussion.
There were many times in the past when I couldn't do that.
Because I didn't want to be the one to bring bad news.
So I said it as if team members could also express their opinions.
“Let’s talk about who we should entrust the Z project to.
I don't think you'll have time.
You're already in charge of X and Y.
So, what do you think, "Z should be handled by someone else?" It's dishonest to act as if your team member has a say in a situation where you won't change your mind no matter what they say.
What if a team member responds, "Is that time available?" You start listing reasons why you're the right person for the job? Then you'll have to quickly come up with yet another excuse, and your teammate will feel like you're ignoring their opinion.
Your team members may not agree with your feedback or decisions.
That's okay though.
As a manager, keep in mind that there are some decisions you have full control over.
You are ultimately responsible for the team's performance, and you may have more information than your team members or differ from them in your perspective on the right path forward.

--- 「Chapter 4.
From “The Art of Good Feedback”

To do well in an interview, you need to be clear about what you want to know about the candidate.
I once interviewed a candidate (let's call him Mason) who seemed scared and timid.
Mason had difficulty making eye contact, often gasped for breath while speaking, and often repeated the same words.
But I had questions prepared to find out about his abilities and experience.
How did you set your goals for the ○○ project? What was the most challenging problem you've faced so far, and how did you solve it? Can you honestly describe your strengths and weaknesses (and admit that one of your weaknesses is communication)? These questions allowed me to understand Mason's problem-solving style, and he delivered a more detailed and in-depth answer than the other candidates.


Only you can decide what to ask.
Because only you know what you are looking for.
Especially in positions that require a high level of expertise, specialized questions are required.
If you're not sure where to start, check out my most frequently asked questions.


What types of challenges excite you? Why? Can you describe your favorite projects? (▶ This will help you understand what the applicant is passionate about.)

What do you consider your greatest strength? What areas do people around you think you need to improve in? (▶ Learn how applicants evaluate themselves and identify their strengths and weaknesses.)

- Imagine three years from now.
How would you like to change compared to now? (▶ This shows the applicant's aspirations, how goal-oriented they are, and how much self-reflection they have.)

What was the most difficult conflict you faced in the past year? How did it end, and what did you learn from it? (▶ This will help you understand how the applicant works with others and handles conflict.)

--- 「Chapter 7.
From "Who should I choose?"