By Rose O. Sherman, EdD, RN, NEA-BC
Most of us use the Google search engine to look up information or answer our questions. What you may not be aware of is the commitment that Google has made to the development of their managers and teams. But unlike other companies that do this development work – Google makes its best practices and numerous other resources publicly available for other organizations to use at no cost. The work is excellent. I will highlight a few areas you may wish to look at as you design development programs in your own setting.
Work on Managers
For many years, Google dismissed the importance of the manager role. In fact, they launched a research study to prove that managers don’t actually matter and that the quality of the manager did not impact team performance. The researchers examined manager quality based on two quantitative measures: manager performance ratings and manager feedback from Google’s annual employee survey. This data quickly revealed that managers did matter: teams with great managers were happier and more when performance outcomes were looked at – were also more productive. Google research found the following qualities in their very best managers:
- Is a great coach
- Empowers their team and does not micromanage
- Creates an inclusive team environment
- Focuses on productivity and results
- Is a good communicator – both shares and listens
- Supports career development and discusses performance
- Has a clear vision for the team
- Has the technical skills to advise the team
- Is collaborative across the organization
- Is a strong decision maker
Google then began a quest called Project Oxygen with the goal of building the best managers for the Google workforce. Google now trains new managers after they’ve already started their new role – generally 45 to 90 days into management. While, intuitively, it makes sense to prepare someone for a job before they start doing it, Google has found managers are most receptive to learning after they’ve had some time in the new role and gathered some experience upon which to reflect. The tools, facilitation guide and slides are found on the guide and support managers site.
Work on Building More Effective Teams
Google researchers applied a similar method to discover the secrets of effective teams at Google. Code-named Project Aristotle – a tribute to Aristotle’s quote, “the whole is greater than the sum of its parts” (as the Google researchers believed employees can do more working together than alone) – the goal was to answer the question: “What makes a team effective at Google?” The researchers found that what really mattered was less about who is on the team and more about how the team worked together. Their research found that the factors that most impact team effectiveness include the following in order of importance:
- Psychological Safety
- Dependability
- Structure and Clarity
- Meaning and Purpose
- Impact and Work that Matters
Google then began to develop tools to help teams to create psychological safety and address team needs. These tools are available on their Guide to Team Effectiveness Site.
It is rare when you find such comprehensive work that available for free if not used for commercial purposes. Google had some of the best researchers and learning development experts consult on the resources they make publicly available. Why reinvent the wheel – use these materials to design your own programs.
Read Rose Sherman’s new book available now – The Nurse Leader Coach: Become the Boss No One Wants to Leave
© emergingrnleader.com 2019
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