Building manager capability at scale: an integrated approach

Looking to strengthen manager capabilities at your company? Conventional wisdom might suggest more training. And while effective training is important, it’s just one piece of the puzzle. At Google, our approach to manager development – informed by years of research – extends beyond the classroom. We enable great managers through a comprehensive, integrated manager development system grounded in four key elements:

• Clarify what’s expected of a manager
  
  
• Align accountability, rewards, and recognition 
  
  
• Offer relevant development opportunities 
  
  
• Communicate during key manager moments
  
  

This data-driven approach can help inform any organization looking to evolve how they develop and support managers.

Driven by the conviction that every Googler deserves a great manager, we first set out to identify what makes a great manager (see our article “The Research Behind Great Managers at Google”). In a multi-year study, we asked: What do managers need to feel valued, supported, and equipped to be great managers? We looked at data, talked to Googlers, managers, leaders, and experts and looked for critical gaps and opportunities to strengthen how we support managers.

From this research, we identified four essential elements to developing manager capabilities, at scale, across an organization:

Clarify what’s expected of a manager: We clearly and consistently defined what it means to be a manager at Google across geographies, product areas, and functions. This definition – called Google’s Manager Responsibilities – articulates three key expectations for every people manager at Google: Deliver Results, Develop People, Build Community. (Read more about the responsibilities in this article.)

This framework serves as a daily guide for managers, integrating Google's business objectives, cultural nuances, and core values into a single set of expectations for all managers.

Align accountability, rewards, and recognition: Once we defined our Manager Responsibilities, we incorporated them into our employee performance and development system to align expectations and drive accountability.

• Goal setting: Our process encourages managers to set objectives that align with the Manager Responsibilities, ensuring they focus not only on results, but also on how they lead their teams.
  
  
• Structured feedback: Individuals are asked to provide feedback on their manager relative to the Manager Responsibilities. That feedback is then consolidated and shared with each manager to help them identify areas for growth and improvement.
  
  
• Performance evaluation: During annual performance reviews, managers' effectiveness is measured through the lens of the Manager Responsibilities framework.
  
  
• Promotion criteria: Manager Responsibilities (Deliver Results, Develop People, Build Community) are factored into promotion decisions.
  
  

Offer relevant development opportunities: Google invests heavily in developing the manager capabilities that are aligned to the Manager Responsibilities. For example, The Google School for Leaders, our center of excellence for manager and leadership development, offers programs designed to establish consistent knowledge, skills and mindsets for all Google managers. Google managers start with a formal “new manager” onboarding program and complete foundational manager training. They also have opportunities to engage in 1:1 coaching and manager communities, where peers can discuss common challenges and share ideas.

Communicate during key manager moments: Google's People Operations team (HR) proactively shares relevant content and learning resources with managers at critical times – for example, when a manager needs to deliver tough feedback as part of the annual review process, or when an organization announces a significant change in strategy. These proactive communications aim to make it easier for managers to find the resources they need to effectively manage potentially challenging or unexpected situations.

While our approach to building manager capability is tailored to Google, the underlying principles can offer ideas for leaders seeking to increase manager capability within their own organization. Here are some tips:

• Step 1: Identify focus areas. At Google, we looked at data and talked to Googlers, managers, leaders, and experts to understand what areas of focus might be most helpful to managers. Our learnings informed the four elements outlined above. You might find other areas to invest in – what matters is that those areas of improvement will help meet your employees’ needs and should be aligned to initiatives your organization is ready to sponsor.
  
  
• Step 2: Build a business case. The business case would demonstrate the clear link between effective managers and key outcomes important to your business (like team performance, employee satisfaction, and retention).
  
  
• Step 3: Gain buy-in at the leadership level. Share your business case with key stakeholders and leaders to get the necessary support to pursue this work. Listen thoughtfully to input as you share your case so you can integrate it into your plan.
  
  
• Step 4: Build a cross-functional, multi-year plan. Systemic change takes time. Don’t rush the process; ensure you've taken steps to integrate these elements at a pace that suits your organization’s current needs and future goals. 
  
  
• Step 5: Experiment, measure, and improve as you go. Collect data and feedback, and be prepared to adapt. Consider unique ways to hear directly from managers (see our article, “Listening to understand the manager experience.”)
  
  

Ultimately, managers are best positioned to thrive when the system is designed to support them, and Google's research offers ideas for any organization looking to expand how they develop and support great managers. By talking to your organization, listening to what managers need, considering your business goals, and investing in multiple areas, you can create a meaningful shift in how your organization builds effective manager capabilities at scale.