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.
In management theory, certain concepts from yesteryear no longer hold true. Like, for example, the idea that people must be driven to perform. Writing here for Inc, Marcel Schwantes, Principal and founder of Leadership From the Core gives his take own the upside nature of empowered leadership.
Over the years, I’ve learned that driving people (as if they were cattle or cars, steering them wherever we want them to go) no longer holds a favorable place in collaborative work cultures.
Wouldn’t it be nice if your staff could handle things by themselves without asking you to be the final arbiter on every decision? Wouldn’t it be nice if your team could solve problems as they arise, taking more ownership and freeing you up to focus on growing the business? Imagine if they found ways to increase sales, reduce expenses, and preempt problems all on their own. Imagine if they took initiative to explore what markets your company should expand into. Or if they came to you with ideas for breakthrough products. Imagine if they not only participated in the company culture, but also participated in growing the company culture and grooming the next generation of company leaders. Great questions asked by By David Finkel Co-author of, ‘Scale: Seven Proven Principles to Grow Your Business and Get Your Life Back’, writing here for Inc.
A culture of trust yields higher engagement, happier employees, greater productivity, and higher profits. And it all starts in the brain.
Data scientists and financial analysts, examined a sample of 930 of those CEOs to come up with the traits and patterns that most predicted which ones became a CEO
When you appoint technical experts to leadership positions without the appropriate management skills, they believe that it’s their technical experience which will save them, and they start to believe that either they have, or need to have all the answers.
Staff at Swedish firm Crisp explain why they decided to bin the boss Do you really need someone to tell you what to do at work? Three years ago, Swedish software consultancy Crisp decided that the answer was no.
Heineken Mexico CEO, Dolf van den Brink, estimates that the company is saving several million dollars a year by selling their used paper bottle labels to paper companies to make napkins and tissues.
Time and effort spent on macromanagement enables leaders to be as clear, decisive, and disciplined at the macro level.