Google study what makes a good boss

At the least, they need to know what bad performance, average performance, and great performance all look like for that particular job, and how to measure and reward that performance effectively. Highly-engaged managers leverage their seniority, experience, and influence within the company to get what they need for their teams. A boss who uses their power for the good of their employees builds trust and becomes a Go-to Person for superstar talent up and down the chain of command.

Nip bad performance, attitude, or habits in the bud. When low performers are allowed to hide out and collect a paycheck, high performers will start to build resentment. That drags the whole team down. In contrast, if you have great managers and team leads, not only will you get the best out of your people, but they'll also be more likely to stick around.

For over 10 years, Google has conducted research under the code name Project Oxygen. The goal? Figuring out what makes the perfect manager, so it could train its leaders to develop those behaviors. The research has paid off, as over the years Google has seen marked improvement in employee turnover, satisfaction, and performance. Interestingly, technical skill mattered much less than you might guess. What was far more important for managers were emotional-intelligence skills, the ability to understand and control emotions, both their own and those of their people.

Rather than solve every problem as soon as it arises, the best managers use problems as teaching moments. They guide their teams and share insights when needed. This allows their team to gain valuable experience and grow. In contrast, great managers give their people the freedom they crave: freedom to explore their ideas, to take smart risks, and to make mistakes.

They also provide the physical tools their people need, and allow for flexible schedules and working environments. In another research project, Google discovered that the single greatest key to a team's performance was creating a "psychologically safe" environment. In a team with high psychological safety, teammates feel safe to take risks around their team members. They feel confident that no one on the team will embarrass or punish anyone else for admitting a mistake, asking a question, or offering a new idea.

They do so by setting the right example and getting down and dirty whenever necessary. They're not afraid to roll up their sleeves and help out, and that motivates their team. The best managers are great listeners. Who was your worst? What qualities and flaws did they have each? If your boss frequently tells you how to do small tasks that you are completely qualified to do on your own — like how to write an email — then you may have a micromanager on your hands.

A good manager should empower you to use the skills that got you the job instead of trying to do everything for you. But what about the things that really make a difference, that inspire employees to work harder, dream bigger and band together to drive a business to success? Without trust, what do you have? Honest communication helps navigate roadblocks, provides clear direction and allows employees to have better confidence in their leader and the company. Integrity should be included along with honesty, as those two traits go hand-in-hand.

Managers strive to hire employees who are already skilled in the requirements of their positions. Seldom does a manager need to teach employees how to do their jobs, but rather they are tasked with aligning employees with the company and its culture.

That often includes how things are done in the position, specific to company processes. That means they need to listen for what may interest their employees, effectively identify and capitalize on their strengths and partner with them to help them find opportunities for growth. Bosses must be able to discern between their own personal beliefs and the thoughts and beliefs of others, and other generations boomers, Gen X, xennials, millennials and now Gen Z.

This is ideal when it comes to leading and motivating staff to achieve, and directly ties into the psychology of goal attainment. Employees need to trust their boss to have their best professional interests at heart of course in combination with the best interests of the company.

Bosses must trust their employees to make the best choices they know how to make, to ask questions when they are unsure and to have the best interests of the company at heart. All of us have weaknesses and room for growth, but many will never recognize this unless it is brought to light by someone else.

However, bosses are usually in the best place to see and speak to these weaknesses.