I think one of the most important piece of feedback I have ever received as a manager, which I also still think about to this day, came from one of my reports.

He, we were working on a project together, and it was very stressful.

And it was like, you know, a top CEO, executive company mandate.

And we were having, like, reviews almost on the daily.

And I was talking to him about the work.

And, you know, I think I had this tone. I had this attitude of like, hey, we got to do better.

We got to do this or that. And he stopped me and said, you know, Julie, I know that you care a lot about this project. And I also know that's very stressful for all of us.

But sometimes I feel that, you know, when things are good, you're on my side, you're supporting

me. But when things are not going well, I don't feel like you're on my side. I don't feel

that you're the kind of person who is there for me. And he expressed this sentiment to me,

which really made me pause and actually reflect much more on like, wait, what is my job here as a

manager? And what I realized is that it's not really the kind of manager that I want to be.

We all know that obviously results matter.

And part of the job is like you want to get great results from the team.

But I didn't want to do it in a way where the people I was supporting felt like I was a taskmaster.

Hello and welcome to Franklin Covey on leadership. I'm your host, Will Hodling.

Today's guest is Julie Zoo. Julie joined Facebook in 2006 when the company was roughly 100 employees.

While at Facebook, she grew from individual contributor to manager to ultimately VP of product design.

She shared her hard-earned insights in a book, The Making of a Manager,

What to Do When Everyone Looks to You, which became a bestseller.

In today's conversation, we'll discuss the lessons learned from Facebook's growth,

the keys to being a great manager and leader, her life as a startup

...