Case : Build a Better Boss
Dave couldn't have been more excited. Working for Google he knew they didn't do anything halfway. So when he had the opportunity to be part of a new supervisor training project intended to build a better boss," he couldn't wait – to get started. During the training to understand what a great boss is and does, Google trainers helped Dave and his fellow supervisors compare their appraisal data to performance reviews, feedback surveys, and supporting papers turned in for individuals rated as top-supervisors. They soon found out the training materials were developed from Google's "Project Oxygen," which identified eight characteristics or habits of Google's most effective supervisors.
The "big eight" characteristics listed for Dave and the others were: 1. Provide an unambiguous vision of the future. 2. Help individuals to reach their long-term work goals; 3. Express interest in employees' well-being; 4. Ensure you have the necessary technical abilities to support employees' efforts; 5. Display effective communication skills, especially listening 6. Provide coaching support when needed; 7. Focus on being productive and on end results; and 8. Avoid over-managing; let your team be responsible. Initially Dave and the others were underwhelmed and thought these eight attributes seemed simplistic and obvious. In fact, Dave wondered why Google spent all this time and effort to uncover these at all. He later learned even Google's vice-president for people operations, Laszlo Bock, said, "My first reaction was, that's it?"
However, as Dave and the other supervisors continued to work through the training they began to realize there was more to this list than met the eye. The next step in training was for them was to look closer and see how Google ranked the eight items by importance. As they did so the results of Project Oxygen became surprising and a lot more interesting! As supervisors, Dave and the others knew Google’s approach to management sine being founded in 1999 was for them to leave people alone and let them do their own stuff. If workers got stuck, Google believed they would ask their bosses, whose deep technical expertise propelled them to supervision in the first place. It wasn't hard for Dave and the others to see that Google wanted its supervisors to be outstanding technical specialists. The surprise for Dave was that previously in the Google context they were always reminded that to be a supervisor, particularly on the engineering side, they needed to be as deep or deeper a technical expert than people who worked for them. Now, Project Oxygen turned that idea upside down as google revealed that the importance of technical expertise was ranked number eight (very las) on the list.
Here is the complete list provided to Dave and his fellow supervisors and ranked from most important to least important, along with what each characteristic entail.
Provide coaching support when needed (provide specific feedback and have regular one-on-one meetings with employees; offer solutions tailored to each employee’s strengths)
Avoid over-managing; let your team be responsible (give employees space to tackle problems themselves, but be available to offer advice)
Express interest in employees' well-being (make new team members feel welcome and get to know your employees as people)
Focus on being productive and on end results (focus on helping the team achieve its goals by prioritizing work and getting rid of obstacles)
Display good communication skills, especially listening (learn to listen and to share information; encourage open dialogue and pay attention to the team's concerns)
Help individuals to reach their long-term work goals future; (notice employees' efforts so they can see how their hard work is furthering their careers; appreciate and make that appreciation known)
Provide an unambiguous vision of the future (lead the team but keep everyone involved in developing and working toward the team's vision)
Ensure you have the necessary technical abilities to support employee efforts (understand the challenges facing the team and be able to help team members solve problems)
Now, Dave and the other supervisors at Google aren't just encouraged to be great supervisors, they know what Google expects them to do to be great supervisors. The company continues to do its part with ongoing coaching and performance review sessions for Dave and the others. Google believes Project Oxygen breathed new life into their supervisors, and vice-president Bock says the company’s efforts paid off quickly, allowing them to see a statistically significant improvement in quality for 75 percent of their worst performing supervisors.
RESPONDING TO THE CASE
1. Are you surprised at what Google found out about "building a better boss?" Explain your answer.
2. What's the difference between encouraging supervisors to be great supervisors and knowing what being a great supervisor involves?
3. Do you agree with Google's rank ordering of the characteristics of most effective supervisors? Why or why not? How would you order them and why?
4. How do Google's eight characteristics of most effective supervisors align with Katz's list supervisory competencies? With the four management functions?