Google, in an apparent effort to regain its start up magic, started Project Oxygen to see how to stem the friction of bureaucratic management by studying the management behaviors of googles most highly effective and highly trusted managers.
Statisticians inside the Googleplex not typical HR types, gathered data (“just the facts mam” to quote Sgt. Friday). Faux pas i know. My reference to Sargent Friday does not cross global or generational boundaries. Guess you’ll just have to google it.
Googles mission was to devise something far more important to the future of Google Inc. than its next search algorithm or app.
“They wanted to build better bosses.
So, as only a data-mining giant like Google can do, it began analyzing performance reviews, feedback surveys and nominations for top-manager awards. They correlated phrases, words, praise and complaints.
Later that year, the “people analytics” teams at the company produced what might be called the Eight Habits of Highly Effective Google Managers.” (NY Times). The cynics say they are reinventing the wheel and relearning what leadership experts already knew. From our perspective their findings validate and reinforce the 13 behaviors of high trust leaders from the Speed of Trust and add reputable credence to their value. Google has tremendous credibility here as they were #1 on Fortune’s best place to work list in 2008 and have remained in the top 5 ever since. Google’s study reinforces the evidence that high trust organizations out perform low trust organizations and that high trust is a key to the magic found in start ups. Magic that still works in large older enterprises like SAS 2011 Fortune #1 best place to work.