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Create a two-way feedback loop in which you regularly praise and provide guidance. Make sure your feedback is specific and actionable, and check in during weekly one-on-one meetings. Great managers are not simply great performers. They invest the time and energy to coach others. Great managers share best practices so that their teams can grow. Eg. He caters to your skillset and personality with his guidance and feedback and pushes you to grow while still making you feel strongly supported. My manager gives me actionable feedback that helps me improve my performance My manager helps me understand how my performance is evaluated My manager regularly gives me positive feedback for things I did well My manager is quick to grant credit to team members for their workHold one-on-one meetings with each of your direct reports once a week.
Here, you’ll give and receive feedback and open up a two-way dialogue. Before the one-on-one, write down the 5 most important topics you need to discuss, and have your employee do the same.
Although managers and employees will deviate on some topics, the common goal of one-on-ones should be to address team priorities. Within the meeting focus on the four significant areas (outlined in the next points below) to cover the most important concerns and pressing issues. Ask employees how goal-meeting is progressing. Discuss whether they’re achieving 10% completion on OKRs each week as planned, sales figures, and any other information that reflects the employees’ performance and how they’re measuring up to your expectations.
Designate a portion of the one-on-one to learning and development Find out what “growth and development” means to each individual, whether it’s more responsibility, working towards future promotions, or receiving additional training. Take a portion of the one-on-one to challenge your employees: ask thought-provoking questions and have them share ideas with you.
Give them a voice and invite them to find creative solutions to roadblocks and ongoing issues. People actually want to be challenged to use their strengths at work. Challenging your team boosts.A good Manager empowers the team and does not micromanage Instead, give your people the freedom to achieve goals independently. Encourage them to push past their comfort zones to achieve ambitious objectives, and provide support only when needed. It’s all about empowerment. What are you doing to empower others on your team and across the organization? Micromanagement is one of the great blunders of poor managers. Give your team space. Be flexible. Sometimes, you just need to get out of their way. No one likes a micromanager.Eg:I like the trust my manager gives me and my team in managing and doing our work as we see fit. . . There is no micro-managing . . . Yet we know that he is there to answer our questions/guide us if need be.My Manager Does not “micro-manage” (i.e.., involved in details that should be handled other levels)MY manager helps me navigate Barriers and roadblocks (e.g. insufficient resources, conflict properties) that prevent me from working effectively.
A good Manager expresses interest/concern for team members’ success and personal well-beingShow them you genuinely care about their success.Be inclusive. Embrace your team and make them part of the mission. Create an environment where anyone can ask a question, experiment and propose a new idea.Eg: He is incredibly authentic, credible, and caring, and manages to do a brilliant job of ensuring our team members achieve their goals, while ensuring everyone on the team also feels personally as if they’re valuable.My manager shows consideration for me as a personA good Manager is productive and results- orientedBe clear about what you expect from your teams. Make goal setting a collaborative effort so teams understand their priorities.Results matter, but you need to create a culture in which everyone can thrive to produce the desired results.Show your team how to produce the results that you want. Don’t just set goals and then expect outcomes.Eg: He is relentless in removing obstacles on the team. He created a concept called “RUSH”, where any decision that needs to get made, gets made quickly. Meetings begin on time and end on time, always.
My manger keeps the team focused on our priority results/deliverables. A good Manager is a good communicator –listens and shares informationRemember that listening is an integral part of maintaining a feedback loop. Encourage teams to ask questions, and be sure to listen actively.Too many managers fail because they can’t communicate. Communication is not top-down or unidirectional. It’s essential to be a good listener. Invest the time to get in the arena and listen to your team.Eg: My manager encourages an extremely open dialogue that permits us to share issues and concerns that, in most organizations, would be concealed. My manager regularly shares relevant information from his/her managers and senior leadership. A good Manager helps with career development. Provide ample ways for teams to grow their careers. Connect them with mentors, training, and any other available resources they may need.
Don’t focus on what your team can do for you. Focus on what you can do for them – and how you can work with them to advance the goals and mission of the organization. Career development is essential – give your team the tools they need to thrive. Feedback (positive and constructive) is so important – make sure to get it right.Eg: I tell them career development isn’t about just being promoted, it’s about growing, acquiring, sharing expertise.My manager has had a meaningful discussion with me about my career development in the past six month.My manager helps me identify opportunities (e.g. projects, learning programs) to develop my skill and career. A good Manager has a clear vision/strategy for the teamMake sure you’re always reinforcing your company strategy during your communications with employees. If the manager doesn’t have a clear vision and strategy, how can the team thrive? It starts with the manager to set the tone and lay the foundation and direction for the team.Eg: Her team is the only team I’ve been on at Google in which we’ve taken the time to collaboratively create a vision, and then to share and act on that vision with relevant teams. I felt part of an important effort. My manager communicate clear goal for our team.My manager makes decisions that serve the best interests of Google overall.
A good Manager has key technical skills that help him/her advise the team. Employees will learn from your example when you put your strengths to work.Substance matters. Managers don’t “check out” when they become managers. Rather, they get in the weeds. Not only can you help achieve better outcomes, but also you can gain credibility with your team when you demonstrate your technical expertise.Eg:He has deep knowledge of our infrastructure. He is a hands-on guy and willing to roll up his sleeves and get to the bottom of the problem.My manager has the technical expertise (Coding in Tech, Selling in Global Business, accounting in Finance) required to effectively manage me.My manager works side by side with the team to get things done, when needed.ConclusionPrasad Setty had a vision when he set out to take on a massive project to completely change how Google values management. Through extensive research and data, his Pi Lab team was without doubt able to prove that managers do matter. Not only did the team prove mangers matter, Pi Lab also demonstrated how invaluable the Oxygen eight attributes were when compared to management behaviors recommended by organizational behavior textbooks and scholarly journals.
Furthermore, the tech company showed how important leadership was in order to motivate and inspire its employees to continue to be innovative and creative for not only the company’s, but also their own success.The results of Project Oxygen explore the performance of Google’s best technical managers, the most instrumental element found was “making that connection” between manager and employee.. It is implied that leaders should encourage to organizing open events for employees as often as possible to give them opportunities to interact, as well as get to know each other’s culture. In addition, a leader must not create a barrier between him and employees. Instead, a leader should be the opener and more harmonious in their relationship so that subordinate can feel at ease when they would like to comment or share their opinions.In terms of change management, Google demonstrated how it was so successful in revolutionizing change based on theories and suggestions. While the Project Oxygen team only used data from research to implement change, the theory behind their actions supports the conclusion that data-driven research is still effective. As for future recommendations, Google should not only expand on their Project Oxygen, but also consider examining peer-reviewed journals and articles for how to continue to advance leadership so managers can become truly amazing.
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