Technical expertise came in dead last

By Michael Schneider via   Article
Google Employees Weighed In on What Makes a Highly Effective Manager. Technical Expertise Came in Dead Last
“After gathering and analyzing 10,000 manager observations including performance reviews, surveys, and nominations for top-manager awards and recognition …. the ‘Eight Habits of Highly Effective Google Managers.’ Although technical skills made the list, it came in dead last. Here is a complete list via Business Insider (listed in order of importance):

  • Be a good coach;
  • empower your team and don’t micromanage;
  • express interest in employee’s success and well-being;
  • be productive and results-oriented;
  • be a good communicator and listen to your team;
  • help your employees with career development;
  • have a clear vision and strategy for the team; and
  • have key technical skills, so you can help advise the team.

… Bock’s group came to the following conclusions.

1. What employees valued most were even-keeled bosses.

… With the amount of variability and craziness that already comes with work, employees appreciate managers who are patient, poised, and positive. In environments that already lend themselves to stress, bosses who are regularly intense, high-strung, and impatient intensify challenging professions.

2. Manager’s who helped people puzzle through problems were more effective.

… Yes, I know it’s time-consuming. I know you have a million other things on your plate. However, collaborating and supporting your employees in this way pays dividends with each “puzzle” you help them solve. Not only is the work done consistently with your expectations, but your employees observe skills and traits vital to their success. Think of each “puzzle” as an investment in your employee’s future.

3. Top-performing managers took an interest in employees’ lives and careers.

… I’m not saying you have to be best buddies with your employees. However, managers who truly care about their employees’ success and well-being take an interest in their lives. … Although promotions usually come as a result of technical mastery, to be effective in your new role as a manager, you’ll have to wear a different hat. Shift your focus to your people, and I promise, you’ll see a significant return.”


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