3 ways Google is creating a high-performance culture

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3 ways Google is creating a high-performance culture
3 ways Google is creating a high-performance culture

A look at the unbelievable Googleplex And it’s pretty obvious because they get an average of 2.5 million resumes a year. From nap capsules to on-site massages to three full meals a day for each employee Google You have certainly done everything to look after your employees.

However, it’s not (just) the indoor pools, beach volleyball courts, or free on-site laundry facilities that have led the $ 300 billion tech giant to a CEO approval rating of 93 of. Cent on Glassdoor. These grand and unique gestures can make it easy to overlook the carefully thought out and analyzed micro-details that form the foundation of your high-performance culture.

A company doesn’t have to generate a millionaire’s income to “hack” the core tenets that set the Google team apart. Here are the top three lessons any business can learn and start implementing Google right away:

1. Psychological security

In 2012, Google started an in-depth study to determine which teams were struggling to work together and get their results effectively. Google has assembled a team of statisticians, organizational psychologists, sociologists and engineers to solve this dilemma. This project, known as Project Aristotle, reviewed studies spanning more than five decades, as well as all possible characteristics of teams within the organization. They looked for patterns of how teams were socialized outside of work, personality traits (i.e., introverts or extroverts) of team members, level of education, hobbies, and much more.

It quickly became clear that these traits, which most would believe would logically affect a team’s performance, were not key traits. As they deepened their understanding of group norms (the unwritten rules by which a team governs itself), one trait stood out: psychological security.

Psychological safety is defined as “the perception a person has of the consequences of taking an interpersonal risk”, ie how each member of the team perceives their ability to be innovative, to admit a mistake or to ask a question without bothering about it worry about being judged or lowering your status within the group.

Through the Aristotle Project, Google employees discovered that team effectiveness is less about who is on the team and more about how the team interacts with one another. They found that teams that excel are the ones where team members feel they can contribute equally to any meeting or conversation, with the confidence that their teammates will respect them enough not to be turned down in To embarrass or punish for it.

And with every team …

2. Start with the leader

The impact of having a strong admin wasn’t new to Google. In 2008, Google launched Project Oxygen, a commitment to identify the best qualities from the best managers. The Google team collected more than 10,000 observations from its managers to determine which features employees found useful and which unattractive.

Before Project Oxygen, the working theory at Google was that good managers or leaders need more technical knowledge than those who lead. The Oxygen project found this was not the case. According to the data, Google found that accessibility, strong communication, and empowerment of team members are among the most valuable qualities of good managers.

In the end, Google created the “Eight Habits of Highly Effective Google Administrators” which included:

  1. Be a good trainer: through regular and consistent personal comments. Try to balance negative with positive comments.
  2. Strengthen your team and don’t micromanage: be able to give advice and give freedom to your employees.

  3. Shows interest in the (individual) success and personal well-being of the members: Identify what is important to them outside of the workplace and take the time to welcome new members.

  4. Be productive and results-oriented: Focus on what the team is trying to achieve and how it will be achieved. Use leadership to remove barriers and prioritize.

  5. Communicate and listen to your team: Create an environment for open dialogue, listen, and respond directly to goals.

  6. Help employees develop professionally.

  7. Have a clear vision and strategy with the team: Helps you focus on goals and strategies, and involves other members in creating the vision.

  8. Have key technical skills to advise: If necessary, collaborate with the team and understand the challenges everyone faces together.

3. Enable data

No wonder a technology company that builds complicated algorithms makes decisions based on data. Google takes this to a new level. Google’s HR department is known as the People Analytics department because of its commitment to data-driven decision making.

At Project Oxygen, Google collected more than 10,000 observations on 100 data points from performance reviews and employee surveys. The Google team used Project Aristotle to analyze data on effective teams for more than fifty years. They also compared their teams on patterns in which they were effective with those in which they were not. They looked at everything from gender balance, to how long the team was together, to motivation and reward.

Google’s attention to detail and willingness to analyze data from all angles in order to fully understand it has enabled them to create a work environment in high demand. While Google has spent millions of dollars analyzing every aspect of its employees’ lives. (inside and outside the workplace) The lesson smaller businesses can learn from this is the importance of regular performance reviews and employee surveys.

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