{"id":16177,"date":"2019-11-26T12:00:08","date_gmt":"2019-11-26T12:00:08","guid":{"rendered":"http:\/\/www.ceo-na.com\/?p=16177"},"modified":"2019-11-26T18:30:08","modified_gmt":"2019-11-26T18:30:08","slug":"the-google-manager","status":"publish","type":"post","link":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/business\/management-leadership\/the-google-manager\/","title":{"rendered":"The Google manager"},"content":{"rendered":"

Google discovered ten common behaviors across high-scoring managers.<\/p>\n

<\/p>\n

Since\u00a0Google’s early days, developers and team members have longed to believe<\/a> management is more destructive than beneficial for the technocratic corporation.<\/p>\n

\"\"<\/a>

Guide: Identify what makes a great manager (Google)<\/p><\/div>\n

In 2002, Sergey Brin and Larry Page, co-founders of the company, eliminated engineering managers and started experimenting<\/a> in an attempt to replicate their collegial environment that steered them to success in the first place, however, this lasted only a few months, as too many people went directly to Page with questions about expense reports, interpersonal conflicts and other nitty-gritty issues that held labors back.<\/p>\n

The company dug dipper into its people and studied manager quality based on two quantitative measures: manager performance ratings and manager feedback from Google\u2019s annual employee survey<\/a>. Data quickly revealed that teams with great managers were happier and more productive.<\/p>\n

Common traits among managers: Google<\/strong><\/h1>\n

Knowing that managers mattered didn\u2019t explain what made managers great.<\/p>\n

This got Google looking further into what common behaviors and traits could build the perfect manager, the one to manage Google.<\/p>\n

Through their work blog<\/a>, the data-driven tech giant detailed that the Google Manager:<\/p>\n

    \n
  1. Is a good coach:\u00a0<\/strong>Challenging and coaching your workers is one of the best ways to see them get their job done. Giving feedback and guidance is one of the most-common behaviors in a good manager.<\/li>\n
  2. Empowers, does not only micro-manage:\u00a0<\/strong>Trusting direct reports and advocating for the team, according to a\u00a02013\u00a0Harvard Business Review<\/em>\u00a0article,<\/a>\u00a0is a great way to avoid micromanaging and guaranteeing an uplift among your workers.<\/li>\n
  3. Creates an inclusive team environment, showing concern for success and well-being:<\/strong>\u00a0Striving to create an inclusive, fun and healthy workplace could possibly one of the best ways to be a thoughtful manager for your team, as\u00a0productivity, less absenteeism and staff turnover, and improved commitment, morale, and performance are just some of the benefits<\/a> your office can see in a short-term.<\/li>\n
  4. Is result-orientated:<\/strong>\u00a0Being a role-model is the best way to encourage workers; if your results are palpable as a manager, workers will find it easier to work for someone who is productive and successful. Leading by example is still one of the best ways to obtain results from others.<\/li>\n
  5. Is a good communicator:<\/strong>\u00a0Prioritizing listening and effective communication towards your community is vital for someone in a management position. Focused and curious listening<\/a> serves as an emotional and personal investment in those who work for you.<\/li>\n
  6. Supports career development and discusses performance:<\/strong>\u00a0Performance reviews<\/a> are critical for any business, although they may seem strict. Google, for example, adopted an innovative internal grading system known as Objectives and Key Results<\/a>, or OKRs, where employees set a goal for themselves and outline a series of quantifiable results that will help them achieve that objective.<\/li>\n
  7. Has a clear vision:<\/strong>\u00a0A clear and shared vision is what pushes you everyday. Adeo Ressi, contributor at Forbes, stated:<\/a> “All you have is your vision: it is\u00a0why you start the company, and why you spend countless nights working on it when you could’ve been\u00a0[insert fun activity with family\/friends here]<\/i>. (…)\u00a0once you have established your company’s vision, that vision becomes greater than you.”<\/li>\n
  8. Has key technical skills to help advise the team:<\/strong>\u00a0Laszlo Bock<\/a>, ex-SVP of People Operations at Google, told The New York Times in 2011<\/a>: “In the Google context, we’d always believed that to be a manager, particularly on the engineering side, you need to be as deep or deeper a technical expert than the people who work for you”.<\/li>\n
  9. Collaborates across Google:\u00a0<\/strong>Knowing how to\u00a0communicate with other departments and maintaining a good relation with other teams within the same organization is key for Google and any other company.<\/li>\n
  10. Is a strong decision-maker:<\/strong>\u00a0An authentic decision-maker<\/a> knows not just how to tell his team\u00a0what<\/em>\u00a0decision he’s just made,\u00a0he’s also capable of saying\u00a0why <\/em>he’s made it.\u00a0“The most important thing to do is to have quick decisions,” Eric Schmidt, executive chairman of Alphabet, “and you’ll make some mistakes, but you need decision-making (…) Even if it’s the wrong decision, a quick decision is better than almost every case.”<\/li>\n<\/ol>\n

    Recommended story<\/em>: The untold truths about management<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

    Google discovered ten common behaviors across high-scoring managers.<\/p>\n","protected":false},"author":24,"featured_media":23291,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1069,43],"tags":[2798,99,1385,324,881,602,2797,882,880],"class_list":["post-16177","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-editors-choice","category-management-leadership","tag-madebygoogle","tag-ceo","tag-ceo-northam","tag-chief-executive-officer","tag-decision-maker","tag-google","tag-google-manager","tag-manage","tag-manager"],"_links":{"self":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts\/16177","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/users\/24"}],"replies":[{"embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/comments?post=16177"}],"version-history":[{"count":3,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts\/16177\/revisions"}],"predecessor-version":[{"id":23292,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts\/16177\/revisions\/23292"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/media\/23291"}],"wp:attachment":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/media?parent=16177"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/categories?post=16177"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/tags?post=16177"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}