The surprising truth about great leadership according to Google
The Human Edge
Building thriving organisations one entrepreneur, leader and manager at a time.
Hi everyone! Welcome back to another edition of our Newsletter! ?? I’m taking the reins again this month on behalf of the team (I’m Suhana by the way! Nice to meet you!). We are now very close to 1400 readers, and we’re so happy to have you here!?
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Thank you so much! ?????? And let's dive right into this 2nd edition!
The surprising truth about great leadership according to Google
Mountain View, California, 2008. Google launches an initiative code-named Project Oxygen.?
The mission? Nothing short of understanding what makes a GREAT Google manager.
True to their data-driven ethos, Google analysed performance reviews, feedback surveys, exit interview data, nominations for top-managers awards, and qualitative interviews. They even went as far as correlating phrases in praise and complaints.
The result? High-scoring managers all shared eight key behaviours. While having a clear vision and strategy for the team, aiding in career development, and other expected behaviours made the list, it was their ranking by importance that proved intriguing.
Despite Google's engineering-centric culture, the data revealed a surprising finding: technical expertise in a leader ranked dead last among Google’s big eight. Instead, what employees valued most were leaders who invested time in them, guiding them through challenges with questions that encouraged self-reflection and critical thinking. These managers didn't just manage—they inspired, nurtured, and propelled their teams to success - they led, coached and mentored (the difference between the two? Read the next headline ??). ?
The realisation that exceptional management involves nurturing a supportive and human centric work environment had led Google to develop a training programme for its managers, focusing on developing these eight key behaviours through a variety of methods.?
So, what does this mean for organisations striving for exceptional leadership? Simply that instead of relying solely on technical prowess and what we would call hard skills, we must prioritise the development of soft skills, such as effective communication, active listening, giving feedback, and asking powerful questions. These are timeless skills that transcend technological advancements or changes in workplace dynamics.
And here’s the good news!???????
In our upcoming fireside chat you will learn how to ask powerful questions that inspire deeper reflection and growth - it’s literally the name of the event.?
So whether you're a programme manager, a team leader, a seasoned mentor or just starting out, join Ann Gitari, Duncan Battishill and Maia Gedde on Zoom the 19 June 2024 1PM UK time to gain invaluable insights and practical strategies to elevate your skills to the next level.?
Save Your Spot Now!
Unpacking the differences between Mentoring and Coaching
Last week, we hosted another insightful webinar featuring Nigel Stone, where we delved into the distinctions between mentoring and coaching, a topic that tend to raise a lot of debate.?
The confusion between the two often arises from their shared elements: both involve guiding individuals toward growth and improvement. They also both involve a supportive relationship where one person helps another develop personally and/or professionally, creating a grey area where the distinctions between the two roles can become blurred.
So, what’s the real difference, and how do you know which one you or your team / grantees / network need??
Enter the Downey's Spectrum ??
The Downey's Spectrum is a framework that illustrates the range of approaches for providing help, from non-directive to directive methods.
At the non-directive end, "helpers" facilitate self-discovery and independent problem-solving by asking guiding questions and encouraging reflection. At the directive end, they offer specific advice and clear instructions to achieve particular goals.
Where do mentoring and coaching fit, you might wonder?
Well, both can span the entire spectrum, but mentoring typically leans towards the non-directive side, encouraging mentees to reflect on their experiences and learn through guided discovery.
Coaching, on the other hand, is usually more directive and solution-focused, targeting the development of specific skills and short-term goals.
Mentoring, therefore, focuses on holistic personal and professional development, while coaching targets specific performance goals or challenges.
Additionally, in mentoring, the mentee often drives the agenda and holds more power in the relationship, while in coaching, the coach typically guides the process and holds more control to achieve specific outcomes.
So, when choosing which one you need, it’s important to consider these factors:
More importantly, mentoring and coaching are not mutually exclusive, and you can benefit from both at different stages of your development. A coach can equip you with the tools and strategies to conquer immediate challenges, while a mentor can provide the long-term guidance and support for sustained growth.
Watch the full recording:
Before we wrap up, here are some additional resources related to both topics:?
To get our other Monthly Newsletter, where we cover more mentoring-related topics and frequently seek mentors and mentees for our programmes, simply subscribe here to have it delivered directly to your inbox.
If you are interested in learning how you could bring mentoring to your work and how mentoring-centred personalised learning programmes can enhance the impact of your initiatives, contact us now at [email protected].
Talk soon!