Google came up with their top eight high performance behaviors listed below. None of this should be considered new or surprising (the owners and managers at Swords & Shields, Ltd. probably had the same list in Rome around 50 AD - - plus a weekend marathon viewing session of NBC's The Office would produce the same list - - granted the pitfalls list might be a bit longer).
What is interesting is the tension, conflict, and disconnect between the generation of a list and the execution of a list. That will always be a fundamental challenge of humankind - - we are much better at generating lists than in the execution of salient points embedded in the lists.
Eight Good Behaviors (in priority order)
1. Be a good coach
- Provide specific, constructive feedback, balancing the negative and the positive.
- Have regular one-on-ones, presenting solutions to problems tailored to your employees' specific strengths.
- Balance giving freedom to your employees, while still being available for advice. Make "stretch" assignments to help the team tackle big problems.
- Get to know your employees as people, with lives outside of work.
- Make new members of your work team feel welcome and help ease their transition.
- Focus on what employees want the team to achieve and how they can help achieve it.
- Help the team prioritize work and use seniority to remove roadblocks.
- Communication is two-way: you both listen and share information.
- Hold all-hands meetings and be straightforward about the messages and goals of the team. Help the team connect the dots.
- Encourage open dialogue and listen to the issues and concerns of your employees.
7. Have a clear vision and strategy for the team
- Even in the midst of turmoil, keep the team focused on goals and strategy
- Involve the team in setting and evolving the team's vision and making progress toward it.
- Roll up your sleeves and conduct work side by side with the team, when needed.
- Understand the specific challenges of the work.
1. Have trouble making a transition to the team
- Sometimes, fantastic individual contributors are prompted to managers without the necessary skills to lead people.
- People hired from outside the organization don't always understand the unique aspects of managing at Google.
- Don't help employees understand how these work at Google and doesn't coach them on their options to develop and stretch.
- Not proactive, waits for the employee to come to them.
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