Sign In

Julie Zhuo

Co-Founder @ Sundial, Author of THE MAKING OF A MANAGER, ex-VP Design @ FB

Julie Zhuo is a seasoned professional known for her vast experience in design, technology, and management. Currently, she is involved in building Sundial with a team dedicated to empowering builders to leverage data effectively. Prior to this, she co-founded and advised high-growth companies through Inspirit, showcasing her penchant for innovation and strategic consulting.

With a rich history at Facebook, Julie served as the VP and Head of Design and Research for the Facebook app, contributing significantly to its growth and success. Starting as the company's first intern when Facebook was a small team of around 100 people, Julie honed her skills in designing and leading teams across various social communication products, helping scale them globally.

Alongside her professional endeavors, Julie is a published author with 'The Making of a Manager,' a management guide that garnered Wall Street Journal bestseller status in 2019 and received accolades from Amazon as one of the top leadership books of the year. Her passion for learning, writing, and sharing knowledge is evident through her active presence on Twitter, her mailing list 'The Looking Glass,' LinkedIn, and Medium, where she dives into topics such as design, product management, strategy, technology, and management.

Julie's academic background includes a BS and MS in Computer Science with a focus on Human-Computer Interaction (HCI) from Stanford University, underlining her strong technical foundation and understanding of user-centric design principles.

In addition to her professional roles and writing, Julie is involved in angel investing, supporting companies that drive efficiency, creativity, health, and enjoyment in the world. Her diverse skill set, from design and product management to strategic leadership, positions her as a versatile and accomplished professional in the tech industry.

Highlights

Sep 12 · linkedin

What do you feel when you hear the word “judgement?”

Is it a hit of cortisol—Oh shit, I hope you’re not judging me!

Is it resigned—I wish we could learn to accept rather than judge.

Or is it a surge of pride—Yeah, I know exactly how to separate the wheat from the chaff.

The notion of judgement is a wonderful swirl of contradictions.

Let us deconstruct what it is, why it matters. and how to get better at it.

This is one of the most personally clarifying pieces I’ve written in recent memory, so I’d love to hear your thoughts and feedback.

Aug 26 · linkedin

7 ways to kill trust as a leader (and how to avoid them)

  1. Follow-through Fail: overpromising/underdelivering

"You're on track for a promo!" (but it doesn't happen) "Let's talk your career goals next time" but the next chat is about some immediate task

Antidote: Apologize and rework a plan as soon as you know expectations won't be met.

  1. Talk but No Walk: do as I say, not as I do

Chewing a report out for being late, while being frequently late Saying "I trust you", but then micromanaging your work

Antidote: never demand more from others than you expect from yourself.

  1. Flip-flopper: their desires change as often as socks

Pushing for "quality" one week, and "speed" the next week. Asking for 'blue-sky ideas' but then rejecting any that might fail

Antidote: publicly set goals / priorities every X period. Don't change until the period is over. If there is a change, clearly explain what new information led to that change, or own up to flip-flopping.

  1. Gossipmonger: they confide something negative about someone to build bonds.

"X is so stubborn. I don't know how you can stand being in the same room as them."

Antidote: imagine everything you say will be repeated to others. Say only about X what you have said to X directly.

  1. Ostrich Head: only wants to discuss the good; never the bad.

Telling you why something isn't a problem when you bring it up. Pretending a crisis is not happening when it is.

Antidote: acknowledge issues. It's okay to say "I don't know the answer, let's figure it out together."

  1. Ruinous Empathizer: doesn't say things they think you might not want to hear

Giving you wishy-washy, compliment-sandwich feedback about why you weren't promoted.

Struggling to fire underperformers on the team

Antidote: read "Radical Candor" by Kim Scott

  1. Us vs. Them: puts their own team above other teams

Advocating for a report's promotion when it doesn't calibrate well against peers. Ignoring another team's asks for help.

Antidote: internalize company > team. Your team may love you, but you'll get dagger stares + stalled career if you don't put the success of the company above you or your personal team's success.

Julie Zhuo
Add to my network

Location

San Francisco Bay Area