Google, being Google, is big on data and analytics. And they even apply that to people. Usefully for us as it gives us all useful insights.
Their people analytics team (yes you read that right – they have a people analytics team) have identified eight characteristics that the company’s most effective managers demonstrate and three key struggles that less effective managers face.
8 characteristics of a good manager
They are a good coach
- Provide specific, constructive feedback, balancing negative and positive
- Have regular one-on-ones, presenting solutions to problems tailored to the employee’s strengths
- More tips about the manager as coach here
They empower the team and do not micromanage
- Balance giving freedom to your employees while still being available for advice
- Make “stretch” assignments to help them tackle big problems
They express interest in and concern for team members’ success and personal well-being
- Express interest in employees’ success and well-being
- Get to know your employees as people, with lives outside of work
- Make new folks feel welcome, help ease the transition
They are productive and results-oriented themselves
- Focus on what you want the team to achieve and how employees can help achieve it
- Help the team prioritise work, and make decisions to remove roadblocks
They are a good communicator — they listen and they share information
- Communication is two-way: Both listen and share
- Hold all-hands meetings and be specific about the team’s goals
- Encourage open dialogue and listen to the questions and concerns of your employees
- They help develop careers
They have a clear vision and strategy for the team
- Even amid turmoil, keep the team focused on goals and strategy
- Involve the team in setting and evolving the team’s vision, goals, and progress
They have technical skills that help them advise the team
- Roll up sleeves and work side-by-side with the team, when needed
- Understand the specific challenges of the work
- Three areas where less effective managers and leaders struggle
They find it difficult to make the transition to team leader
- Fantastic individual performers are often promoted to manager without the necessary skills to lead
- People hired from outside often don’t understand the specific ways of the company
They lack a consistent approach to performance management and career development
- Don’t help employees understand what company wants
- Don’t coach employees on how they can develop and stretch
- Not proactive: Wait for the employees to come to them
- They spend too little time on managing and communicating