As one of the biggest and most successful companies today, Google is undoubtedly worth copying in some aspects of their practices. Still, not many organizations have the available resources for it, so it’s good that Google has been sharing some of their knowledge. And there is a lot to learn, especially regarding managerial leadership, thanks to their Project Oxygen.
Organizations today need efficient managers to nurture a culture where there are precise models for accountability and authority. In other words, every employee in the organization should be clear on how it’s managed and how to collaborate with others. Let’s have a closer look at how organizations can accomplish this through insights gained from Google’s Project Oxygen:
Google’s Project Oxygen as a Description of Managerial Leadership
Google’s Project Oxygen defined ten traits and behaviors of their most successful managers and made them the focus of their hiring and training. The 10 Oxygen behaviors are:
- Is a good coach;
- Empowers the team and does not micromanage;
- Creates an inclusive team environment, showing concern for success and well-being;
- Is productive and results-oriented;
- Is an excellent communicator — listens and shares information;
- Supports career development and discusses performance;
- Has a clear vision and strategy for the team;
- Has key technical skills to help advise the team;
- Collaborates across Google;
- Is a strong decision-
These ten behaviors are an excellent description of managerial leadership that clearly set the rules for organizations on how they manage and collaborate. And organizations need these rules as a roadmap, much like we need to know the rules of traffic in cities to traverse its roads.
Managers Who Lead and Leaders Who Manage
But what does the concept of managerial leadership mean in organizations? In essence, this concept is about the importance of a manager’s ability to act as a leader of their team, which we can see reflected in some of Google’s Oxygen behaviors. And it holds true vice-versa as well: an organization’s leader needs to be a good manager first and foremost.
Henry Mintzberg, a professor in McGill’s Desautels Faculty of Management, has studied and written about managers and managing extensively. He had some interesting and relevant thoughts about the connection between leading and managing. Mintzberg is quoted as saying: “Managers who don’t lead are quite discouraging, but leaders who don’t manage don’t know what’s going on. It’s a phony separation that people are making between the two.”
Setting clear accountability for every individual in an organization starts at high levels. The Owner appoints their departmental leaders, who then appoint managers or team members, and son on. In teh same way, the Owner needs to se clear accountability and authority with each department head, who do the same with their team members, and so on. In this way, organizations have managers at every level who encourage and empower employees, as well as leaders who know what’s going on.
Every manager has to lead their team, and every leader needs to know how to manage their subordinates. With Effective Point of Accountability®, the methodology that teaches the principles of accountability and leadership, you will ensure that your organization will be on the course of steady growth.
After learning better managerial practices and the essence of managerial leadership, organizations can improve their collaboration and efficiency.