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Google Eight Key Behaviors of Great Google managers

AI Summary

Joe Pistell shares Google's research-backed findings on eight key manager behaviors (coaching, empowering teams, caring about employee wellbeing, and productivity being the first four listed), then invites DealerRefresh members to anonymously rate their own managers to compare how automotive dealership and vendor leadership stacks up against these standards. The thread aims to spark discussion about management quality within the car dealer industry specifically.

joe.pistell

Uncle Joe
Apr 7, 2009
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From Harvard Biz Review
How Google Sold Its Engineers on Management - Harvard Business Review


… Google's analytics team examined the value of managers, applying the same rigorous research methods the company uses in its operations, mining data from employee surveys, performance reviews, and double-blind interviews, the team verified that managers indeed had a positive impact. It also pinpointed the eight key behaviors of great Google managers.


Eight common traits of a successful manager...

  • 1). Is a good coach
  • 2). Empowers the team and does not micromanage
  • 3). Expresses interest / concern for team members’ success and personal wellbeing
  • 4). Is productive and results-orientated
  • 5). Is a good communicator – listens and shares information
  • 6). Helps with career development
  • 7). Has a clear vision / strategy for the team
  • 8). Has important technical skills that help him / her advice the team

How does Your boss score?
(How many of the 8 successful traits does your boss have??)


Common traits of an underperforming manager

  • Has a tough transition (e.g. suddenly promoted, hired from outside with little training)
  • Lacks a consistent philosophy / approach to performance management and career development.
  • Spends too little time on managing and communicating.
 

✨ AI Highlights

Joe Pistell shares Google's research-backed findings on eight key manager behaviors (coaching, empowering teams, caring about employee wellbeing, and productivity being the first four listed), then invites DealerRefresh members to anonymously rate their own managers to compare how automotive dealership and vendor leadership stacks up against these standards. The thread aims to spark discussion about management quality within the car dealer industry specifically.

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