The Oxygen of Management Life

For almost 2 years Google have been working on Project Oxygen - their research into what makes a good manager. The New York Times recently published an article about what they have discovered - Google’s Quest to build a Better Boss

What they found – and it isn’t surprising – is that building a strong relationship between managers and their team, gets better results. Soft skills can get mixed up with being a soft touch and this isn’t the case. It’s simply that being Technically brilliant isn’t the pre-requisite for being a good manager or Leader.

Here are google’s 8 rules.

1. Be a good coach 
2. Empower your team and don't micromanage
3. Express interest in team members' success and personal well-being 
4. Don't be a sissy: Be productive and results-oriented 
5. Be a good communicator and listen to your team
6. Help your employees with career development 
7. Have a clear vision and strategy for the team 
8. Have key technical skills so you can help advise the team.

They also highlight 3 pitfalls that managers can easily be trapped by:

1. Have trouble making the transition from individual contributor to manager
2. Are inconsistent in managing team member performance and career development
3. Spend too little time managing and communicating

Another organisation that recognises the importance of relationship management is professional services firm Deloitte Touche Tohmatsu. The CEO Giam Swiegers is very clear “We focus on people who are good with people when we recruit and promote.” You can read more about Deloitte in the Management Today Article, The Cultured Organisation http://bit.ly/erzaK5




Both Deloitte and Google backs up the work I have done with the four stages of contribution model. The four stages model defines the behaviours associated with high performance for individual contributors and managers; and provides a framework to help manage and promote the transitions across career stages to overcome the barriers Google have identified.

Novations four Stages of Contribution model

Google could have simply used exising research to come to the same conclusion, but it’s good that they had the resources and energy to fins out for themselves what makes a good Google manager. It’s good for everyone else too, to know that when it comes to careers and what’s important we’re all on the same page.

Leading From the Inside Out

You may already be a TED regular, but if not, make some time to visit the site and watch or listen to some great speakers.  One that  recently got me thinking is Simon Sinek’s presentation on How Great Leaders Inspire Action.

The message I took from it was the importance of communicating meaning to gain commitment and loyalty from customers and employees alike. His Golden Circle encapsulates simply and elegantly why some leaders and organisations are more successful than others.

Everyone knows what they do. Some know how they do it, their USP or differentiators, but very few know why they do it i.e their purpose, what business are they in?

Most orgs communicate from outside in.  Inspired orgs think from outside in.  Simon uses Apple Inc to explain his model.  Apple don’t do this:

• We make great computers (what)
• They’re beautifully designed simple to use (how)
• Do you want to buy one? (Why)

They do this:

• In everything we do we believe in challenging the status quo, thinking differently. (Why)
• The way we challenge the status quo is make our products that are beautifully designed and are simple to use. (how)
• We happen to make  great computers (what)
• Want to buy one?

How and Why statements tap into our emotional brain and that drives behaviour.  It also generates feelings such as loyalty and commitment that are a key motivator in increasing discretionary effort and contribution.  Leaders have to be able to communicate meaning, be clear about why they do what they do, and why they believe in what they believe.  Without this, their leadership is diminished.

So, If you don’t know why you do what you do, how can you foster loyalty?  What would you rather have, people who do their job just to get paid, or people who do  the job because they believe in it and are passionate about it?

The Golden Circle reminds me of Novations TOP model, which is a great tool for explaining the importance of Passions and Talents in achieving Organisational (or personal) goals.  People are only fully engaged at work when they are being stretched with projects and assignments they can really buy into.  


It part of a leader’s role to understand what an individuals talents and passions are and it’s equally important for leders to understand their own natural abilities and motives.


By aligning Talents Passions and Organisational needs, you get the best out of someone and they feel rewarded, valued and engaged too.  It's a tripple win and that's what makes the real difference in organisations.


The saying goes, before you can lead others know thyself.  If you haven’t already, begin your journey to inspire others, from the inside – out.