Some time ago, statisticians inside Google embarked on a plan code-named Project Oxygen. Their mission was to devise something far more important to the future of Google Inc. than its next search algorithm or app.
They wanted to build better bosses.
So, as only a data-mining giant like Google can do, it began analyzing performance reviews, feedback surveys and nominations for top-manager awards. They correlated phrases, words, praise and complaints to try and see common themes for great leadership within Google. Based on this analysis the “people analytics” team came up with eight rules for great leadership within Google.
The Project Oxygen started with some basic assumptions.
People typically leave a company for one of three reasons, or a combination of them. The first is that they don’t feel a connection to the mission of the company, or sense that their work matters. The second is that they don’t really like or respect their co-workers. The third is they have a terrible boss — and this was the biggest variable. Google saw huge swings in the ratings that employees gave to their bosses. Managers also had a much greater impact on employees’ performance and how they felt about their job than any other factor.
The starting point of the project was therefore that the best managers had teams that performed better, were retained better, were happier — they did everything better. So the biggest controllable factor was the quality of the manager, and how they made things happen. The questions Google then asked in Project Oxygen were: What if every manager was that good? What is it that makes them that good? And what do they actually do?
Here´s what they found:
1. Be a good coach
- Provide specific, constructive feedback, balancing the negative and the postive.
- Have regular one-on-ones, presenting solutions to problems tailored to your employees’ specific strengths.
2. Empower your team and don’t micromanage
- Balance giving freedom to your employees, while still being available for advice. Make “stretch” assignments to help the team tackle big problems.
3. Express interest in team members’ success and personal well-being
- Get to know your employees as people, with lives outside of work.
- Make new members of your team feel welcome and help ease their transition
4. Don’t be a sissy: Be productive and results-oriented
- Focus on what employees want the team to achieve and how they can help achieve it.
- Help the team prioritize work and use seniority to remove roadblocks.
5. Be a good communicator and listen to your team
- Communication is two-way: you both listen and share information.
- Hold all-hands meetings and be straightforward about the messages and goals of the team. Help the team connect the dots.
- Encourage open dialogue and listen to the issues and concerns of your employees.
6. Help your employees with career development
7. Have a clear vision and strategy for the team
- Even in the midst of turmoil, keep the team focused on goals and strategy.
- Involve the team in setting and evolving the team’s vision and making progress toward it.
8. Have key technical skills so you can help advise the team
- Roll up your sleeves and conduct work side by side with the team, when needed.
- Understand the specific challenges of the work.
What strikes me is the simplicity of the rules, and the fact that applying them doesn’t require a personality transplant for a manager. Eight simple rules, in order of priority, summarized by (1) make yourself available to your employees and (2) be consistent in your leadership and you´ll be on your way towards being a better leader, getting more out of your people and having happier employees.