4. Great leaders provide a sense of mission and purpose.
Talent is effective when directed by passion and purpose.
3. People perform best at tasks that interest them.
enough eyeballs, all bugs are shallow.
want to do a good job. The fact that most people are professionals who want to
be proud of their work.
has built a culture that attacks problems. The development of the teamwork that
drive that kind of culture:
Paying attention to an employee’s own
growth potential in an organization and providing a path for career growth
inside the company helps motivate employees to stay engaged in their work,
while employees who do not feel valued for their contributions and potential
will look to change jobs as soon as new opportunities arise. It is more cost-effective
to invest in a capable employee than hiring and train a new recruit. As new needs and
opportunities arise, training becomes critical because timing is key to success.
4. Training and Development
most valuable form of communication is face-to-face. The next valuable is by
phone or videoconference, but with a caveat: those technologies become less effective
as more people participate in the call or conference. The least valuable forms
of communications are email and texting (HBR, April 2012)
Key Elements Communications Forms among Teamwork:
periodically break, go exploring outside the team, and bring information back.
carry on back-channel or side conversations within the team.
connect directly with one another not just with the team leader.
face one another, and their conversations and gestures are energetic.
on the team talks and listens in roughly equal measure, keeping contributions
short and sweet.
the successful teams share several defining characteristics:
bright people rarely experience failure, and so they don’t learn how to learn
from that failure. They, instead, commit the fundamental attribution error,
which is if something good happens, it’s because I’m a genius. If something bad
happens, it’s because I didn’t get the resources or the market moved.
and sharing employees of business visions, goals, and reasons behind them, will
be more motivated to get the job done, and encouraging them to struggle forward. Without a clear vision
and action-oriented plan, success is not in the cards. Employees alike need to
see the big picture and align their daily actions accordingly. They must
understand where Google is going, and what the culture really is all about.
When they do, they are in a better position to help ensure that employees and
colleagues stay true to the business goals and mission. Strategic
mission/vision-building retreats and planning sessions can help. So,
key to success of employee’s performance is competence. Employees who feel
empowered to test and build their strengths are more likely to meet
expectations. A manager’s job is to run a turnkey operation that ensure all
goals are met.
requires a great deal of finesses and people skills to motivate employees to do
the work and get it done effectively, by masking clear and specific goals about
expected results, lay out challenges and discussing obstacles employees may
face, and offering available resources.
3. Delegation, Empowerment, and successful staff:
of Google became the democratic/visionary leader that Google needed to reach $1
Billion in revenue, boasting an increased employee retention rate alongside it.
commanding style (visionary/coaching): giving clear directions from a powerful
stance, commanding and expecting full compliance.
pacesetting style. A leader sets high performance standards building challenges
and sets motivating goals, has a very positive impact on employees who are
self-motivated and highly competent.
democratic style by giving workers a voice in decisions – listening to both the
good and bad news – help generating fresh ideas.
affiliative style “people come first” attitude focusing on emotional needs, to
build team harmony.
authoritative leadership style, that leaders state the overall goals but gives
people the freedom to choose their own means of achieving it. As this style is
appropriate when leaders are working with team of experts.
leadership styles are:
for Google, the appropriate mix of leadership styles, leaders can move between,
adopting different styles to meet different momentary demands.
professionalism can be extremely difficult for leaders who are friendly with
many of their employees, but recognizing the line between work life and
personal life and striking a balance in between is critical. Establishing clear
boundaries when working with friends, being fair to all subordinates regardless
of friendships, and avoiding any special treatment or favors.
you want to build a ship, don’t drum up people to collect wood and don’t assign
them tasks and work, but rather teach them to long for the endless immensity of
a powerful position or traditional leadership roles aren’t enough. Leaders must
come forward with solutions when things go wrong. Here’s one of the best quotes
on how to lead, from the French writer Antoine de Saint Exupéry:
2. Leadership Styles:
leaders recognize people for different types of accomplishments, celebrating
good work at meetings where others can congratulate them, and make the praise
personal. Leaders identifying strengths and weakness in order to focus on
developing employees for the future, and are good at delegating assignments and
effectiveness of feedback, managers must deliver it regularly when coachable
moments arise. Focus feedback on the task or event at hand rather than the
person. Share feedback in private, to avoid embarrassment; and give employees a
chance to provide their own solutions during coaching interventions. Motivating
employees to achieve the performance goals by making coaching a team effort
between managers and employees.
is critical to perfecting employees’ performance, and to understand
expectations and managers are adept at providing feedback in a structured,
mission-centric way, employees have greater success in the workplace.
negotiating of situations. As leaders looks at the situation through employee’s
eyes, being prepared to offer several options, showing understood of the other
side, and offering help out in some way to demonstrate team playing.
1. Coaching Employees: