Twin News

In yesterday’s New York Times, there was a cool article most an comprehensive interior investigate project conducted in 2009 by Google.  A group of statisticians and HR deductive experts embarked on a study titled “Project Oxygen” â€" with the aim of cataloging the qualities of a enthusiastic grouping trainer at the cutting-edge company.  The group analyzed performance reviews, feedback surveys and nominations for top-manager awards. They correlated phrases, words, praise and complaints.  They concentrated more than 10,000 observations most their underway managers, and conducted hundreds of interviews.  Late in 2009, the HR grouping analytics aggroup produced what the Times titled the Eight Habits of Highly Effective Google Managers. Here’s conception of what they found… 

For starters, theoretical skillfulness hierarchical dead last on the itemize of desirable direction traits.  Which, Google admits, astonied them.  As the article stated: “For much of its 13-year history, specially the primeval years, Google has condemned a pretty ultimate move to management: Leave grouping alone. Let the engineers do their stuff. If they embellish stuck, they’ll ask their bosses, whose unfathomable theoretical skillfulness propelled them into direction in the prototypal place”.  But the investigate showed that theoretical skillfulness hierarchical ordinal on the list.  What employees valued most were even-keeled bosses who prefabricated instance for one-on-one meetings, who helped grouping puzzle through problems by asking questions, not dictating answers, and who took an interest in employees’ lives and careers.  Does this good familiar?   

The first threesome behaviors on the itemize module good with readers of this column: 

Other rules hit to do with getting results, communicating and listening, serving employees with career development, and creating the vision and strategy.  Click here for a rank itemize of Google’s 8 direction rules. 

Thank you, Google!  You’ve additional to and enriched the conventional good most what makes a enthusiastic manager, but you’ve finished so with an falsifiable move that I’ll be citing for years.  I’m specially entertained that my someone Prasad Setty, Google’s VP of People Analytics & Compensation, led the calculate to design and carry this research.  Prasad is the best at what he does, so you crapper consortium that this investigate was thorough and sound.  If Prasad says these are the rules of Google direction success, I’m buying it!  And frankly, I'm calling them universally applicable - wherever managers advance teams of people.

So there you hit it â€" another brick in the surround that we OD/Coaching/LD professionals crapper ingest when conversation with managers most activity development.  Google is a reputable name, and they do their homework.  So if Google says enthusiastic managers continuance their “leadership hat” more than their “technical hat”, well, that’s course music to our ears.  I, for one, just picked up another story to tell my activity audiences… “let me tell you most a lowercase consort I same to call Google…” 

Click on the link â€" and deal these with your leaders.  Help us distribute the articulate - we just got more evidence that shows that enthusiastic body lead, while empowering their grouping to do enthusiastic work.