Beginning in 2008, Google researchers wanted to understand what makes a manager great at Google. Google sought to identify the common threads among Google’s highest performing managers. Based on internal research, Google then applied its findings to its manager development programs. Over time, Google found that by publicizing and training managers on these central principles, Google experienced improved team outcomes such as turnover, satisfaction and performance. Zack Friedman is Founder & CEO of Make Lemonade, a personal finance comparison site, here is his take on what works for Google.
Nearly every metaphor for corporate success has one thing in common: teamwork. From row boats, to orchestras, to well-oiled machines, every well-tread analogy acknowledges the power of collaboration. Why? Organizational cohesion and collaboration are critical to success. Great insights from Kirsten Blakemore Edwards (@KirstenBeMe), MA CPCC, Executive Facilitator at Partners In Leadership, writing here for Inc. These criteria are intrinsically aligned to the methodology of our Strategic Planning system “Stragile”. So how do you create this culture of collaboration in the first place? It starts with accountability. Get accountability right, and you get everything right. Here’s how:
A culture of trust yields higher engagement, happier employees, greater productivity, and higher profits. And it all starts in the brain.
When people hear the title of CEO, those three letters that command respect, they tend to imagine a relentless titan on a quest for entrepreneurial greatness. What comes to mind is the fiery temperament of a visionary like Steve Jobs, or the competitive drive of a leader like Travis Kalanick. Instead, they shared more traditional qualities, such as a strong sense of self-awareness, prioritization skills and, most of all, a willingness to listen and hear new ideas from their fellow leaders.
You know a great leader when you’re working for one, but even they can have a hard time explaining the specifics of what they do that makes their leadership so effective.
Consultants Jack Zenger and Joseph Folkman recently shared a study they conducted with more than 330,000 bosses, peers, and subordinates. These are the top 7 skills that Zenger and Folkman found leaders need to demonstrate if they want to succeed.
Management is one of the top reasons cited for lack of engagement in the workplace, representing 70% of the variance between high and low engagement.
An exceptional leader we know would occasionally get a question from his direct reports in a variety of forms but with the common message, “Do you want this done fast or right?”
Researchers at Oxford Economics note that the new class of emerging leaders embraces a digital mindset, is highly proficient at using technology to achieve competitive advantage.
High-trust organizations operate on a dividend, or performance multiplier if you will, which increases speed and decreases costs.