“Invest time and effort into creating and maintaining trusting relationships where people feel they can share their mistakes, challenges, and fears with you.” Trust is a critical ingredient in relationships.
Learn to appreciate how distinctive each individual is in what he/she wants from work and what animates him/her to work well.
Don’t manage everyone in the same way. Realize that the source of your power as a manager is everything but formal authority. “Great management typically comes from playing to your strengths rather than from fixing your weaknesses.” Discover your decision-making proclivities. Invest your time in coaching, supporting, and developing employees. Let go of your old “individual contributor” role and make the shift to being the boss. “Being a manager is a highly personal journey, and if you don’t have a good handle on yourself, you won’t have a good handle on how to best support your team.” Not everyone is cut out for a managerial responsibility. “Your job, as a manager, is to get better outcomes from a group of people working together.” Zhuo offers many hard-earned insights that only time in the trenches can reveal: It’s the book she wishes had been there for the novice manager that she was. In The Making of a Manager: What to Do When Everyone Looks to You (2019,) Zhuo has chronicled her experiences from ramping-up into management and getting to know herself better. In due course, she found joy in the role, expanded her skill set, and evolved to become Facebook’s VP of product design. Having no prior managerial experience, she acted how she thought managers were supposed to act and made many mistakes. 
Zhuo had started at Facebook as its first intern and then gone full-time. When Facebook was small enough and “the entire company could fit into a backyard party,” 25-year old product designer Julie Zhuo was asked to become a manager. Besides, it takes a new boss a year or two to learn the basics and become comfortable in his/her new role.
This is particularly true at fledging startups that don’t have bonafide HR departments to guide their novice managers nor can afford management coaches. First-time managers are often unprepared for-even unaware of-the responsibilities and challenges of being a manager.
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