Project Oxygen - What can we learn from the way Google train their managers?

Started in 2008, Google's Project Oxygen was a research initiative aimed at identifying the key characteristics of effective managers at Google. The research identified 8 key behaviors that were most strongly associated with effective management:

1. Being a good coach
2. Empowering the team and not micromanaging
3. Expressing interest in team members' success and personal well-being
4. Being productive and results-oriented
5. Being a good communicator - listening and sharing information
6. Helping the team with career development
7. Having a clear vision and strategy for the team
8. Having key technical skills that help them advise the team

Based on the findings of Project Oxygen, Google created a training program for its managers. The program focused on developing these eight key behaviors in managers through a variety of training methods, such as workshops, coaching sessions, and on-the-job training.

The training program was designed to be personalized and tailored to the needs of individual managers, and it was also regularly updated based on feedback from participants and changes in the company's culture and strategy.

Google also leverages an employee-to-employee network called “g2g” (Googler-to-Googler) for their employees’ training. 80% of all tracked training is run through g2g. It is a program where employees at Google volunteer to teach and train their fellow employees. The program promotes a culture that values learning, and hence it is successful.

How did Google personalize its training program for managers?

Needs Assessment: Before starting the training program, Google conducted a needs assessment to understand the strengths and development areas of each manager. This allowed the program to be customized based on the specific needs of each individual.

Tailored Learning: The training program was tailored to the learning style and preferences of each manager. Some managers may prefer hands-on learning, while others may prefer a more theoretical approach. The program incorporated various learning methods to ensure that each manager was engaged and could learn in a way that suited them best.

Coaching: Managers were assigned a coach who provided ongoing feedback and support throughout the training program. The coach helped the manager identify areas for improvement and provided guidance on how to develop their skills.

Self-directed Learning: Google's training program also encouraged self-directed learning, where managers could choose the areas they wanted to focus on and learn at their own pace. This allowed managers to take ownership of their development and tailor the training to their specific needs.

Follow-up Support: After the training program was completed, Google provided follow-up support to ensure that the managers were implementing the new behaviors effectively. This support included ongoing coaching, feedback, and resources to help managers continue to develop their skills.

By personalizing the training program for each manager, Google was able to ensure that the program was effective in developing the specific skills and behaviors needed for each individual to be a successful leader in their role.

Overall, the program aimed to help Google's managers become more effective leaders who could create a positive and productive work environment, develop their team members' skills and career paths, and ultimately drive better business results.

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