Google CEO's Eight Virtues

　　 Google A comprehensive survey was conducted recently and found that " staff The most important thing is the impartial boss. These bosses will arrange a time for a one-on-one interview to dispel employees' confusion by asking questions rather than giving answers, and to show concern for their employees' life and career development. In addition, "technical expertise," ability, such as writing computer code in sleep, ranks among the eight virtues of Google, even in this study, especially for managers of high-tech companies, not ordinary companies. manager Under the circumstances. " All of these are described in an article published in today's New York Times.

In 2009, Google decided to use its capabilities in the field of technology research and analysis to find out the difference between extraordinary managers and good managers or bad managers. According to the New York Times, Google analyzed numerous performance evaluations, surveys and other sources of information, and made an in-depth analysis of more than 10000 managers in more than 100 industries. Finally, the following eight virtues are summed up. These actions sound like the old saying of standard managers, but the ranking of these standards is startling.

1., be a good instructor.

2. delegate to your team, do not carry out micro management.

3. care about team members' success and personal health.

4. do not show a timid and useless appearance; be productive and result oriented.

5. be a good communicator and listen to the voice of team members.

6. help employees develop their careers.

7. set clear development vision and strategy for the team.

8. master key skills so as to give suggestions to team members.

Technological capabilities are at the bottom of the list, even though, as Google's human analysis and PrasadSetty, the deputy chief executive of Google, said, "what we want to know more is what qualities Google can do better than other companies." It is also surprising that the "plan" is at the bottom of the list. "We succeeded in improving the performance of 75% of our worst performing managers," said LaszloBock, deputy director of Google's human resources department, human resources department.

He takes a manager who is "smart" but aggressive, "tyrannical, arrogant, Party partisanship and like mysticism" as an example. The boss's employees hate him. His promotion was rejected and he received 6 months of guidance. Now he is not our best manager, but he is no longer the worst one. And he got a promotion.

Pok concluded: "in fact, you don't need to change a person. What I mean by this is that if I am a manager and I want to be better and want my employees to work harder and make them happier, the two most important things I can do is to make sure that I give them a certain amount of time, two, and always remain consistent. These two things are more important than anything else. "