So, according to an article in the New York Times, the "people analytics" teams within Google decided they would trawl through 18 months of personnel files, staff feedback and management meeting notes, feed the answers into an algorithm to distill the data down and have finally come up with an eight-point plan to becoming a great manager within the Googleplex.
Although a noble (if extraordinarily over-engineered) piece of navel gazing, the results were not as pioneering as Google perhaps hoped for. I suspect the boffins would have arrived at the same conclusion had they fed the twenty best-selling business motivation books into the same algorithm... especially with such familiar sounding mantras floating to the surface as "have a clear vision and strategy"; "be a good coach" and other nuggets of obviousness.
Cynicism aside however, I think this scientific study based on empirical evidence does confirm what we suspected all along: that great management is about having great people skills. All-to-often managers believe that having a superior knowledge and experience of the tasks they set their subordinates will be enough to turn them into great managers. If this were the case, then why don't we see Premier League managers run onto the pitch to replace an injured team member in the dying minutes of a huge game. Simply because their job is to manage, not to play.
To be a great manager, you must hone your skills in getting the best out of your people. What sort of skills am I referring to? Skills in listening, coaching, mentoring, leading (by example), communicating, mediation, fostering trust, showing empathy, instilling discipline. The list goes on. In short, you have to be 'in tune' with each team member and with the team as an entity.
Put the whole together and it sounds intimidating. If this is the case and you don't know where to start, then start small by beginning with yourself. Follow these basic principles and you will quickly see results:
Guess what? On a subliminal level, you are now moulding your people. If you extol these virtues diligently, you will quietly influence your team to follow suit thus creating a more professional environment. Now just build on that with the eight-point Google plan, or better still, seek out training and experience opportunities within your organisation to further understand this vital area in team leadership.
Although a noble (if extraordinarily over-engineered) piece of navel gazing, the results were not as pioneering as Google perhaps hoped for. I suspect the boffins would have arrived at the same conclusion had they fed the twenty best-selling business motivation books into the same algorithm... especially with such familiar sounding mantras floating to the surface as "have a clear vision and strategy"; "be a good coach" and other nuggets of obviousness.
Cynicism aside however, I think this scientific study based on empirical evidence does confirm what we suspected all along: that great management is about having great people skills. All-to-often managers believe that having a superior knowledge and experience of the tasks they set their subordinates will be enough to turn them into great managers. If this were the case, then why don't we see Premier League managers run onto the pitch to replace an injured team member in the dying minutes of a huge game. Simply because their job is to manage, not to play.
To be a great manager, you must hone your skills in getting the best out of your people. What sort of skills am I referring to? Skills in listening, coaching, mentoring, leading (by example), communicating, mediation, fostering trust, showing empathy, instilling discipline. The list goes on. In short, you have to be 'in tune' with each team member and with the team as an entity.
Put the whole together and it sounds intimidating. If this is the case and you don't know where to start, then start small by beginning with yourself. Follow these basic principles and you will quickly see results:
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| Get your office in order. |
- Turn up on time.
- Be smartly dressed.
- Keep your language in check.
- Think twice about everything you say and do.
- Get your office in order.
- File everything (and keep it that way).
- De-clutter your desk (and keep it that way).
- De-clutter the workspace (even that dirty old radio someone thought was a good idea).
- Keep your door open whenever you can.
- Smile, spend time with your people and be receptive.
- Listen actively.
- Reflect on the consequences (before as much as after.)
Guess what? On a subliminal level, you are now moulding your people. If you extol these virtues diligently, you will quietly influence your team to follow suit thus creating a more professional environment. Now just build on that with the eight-point Google plan, or better still, seek out training and experience opportunities within your organisation to further understand this vital area in team leadership.