Coach managers to coach

Google's manager research revealed that one of the most important behaviors of the highest scoring managers was that they were effective coaches. This is seen in other professions, as well. For example, in sports, many former athletes can tell stories about how a coach changed their life by identifying strengths, unlocking their potential, and encouraging them to persevere. You can help managers be effective coaches by encouraging them to focus on the individual needs of each team member. It is also important for managers to be able to flex their coaching styles — for example, the needs of individual team members may require them to be a “teaching” coach where the manager passes along an expertise to achieve something concrete, or a “facilitating coach” where the manager asks questions and listens instead of telling or giving answers.

Since Project Oxygen, Google’s continued our research into what makes a good manager, and coaching still tops the list. Shannon Shaper, Director of People Analytics at Google, shares how coaching helps managers create the conditions for an effective, high-performing team.

Across the coaching continuum, here are some more tips to share with your managers:

• Have regular 1:1s with your team member and be fully present and focused on the team member
• Be aware of your own mindset and that of the team member
• Practice active listening and ask open-ended questions to facilitate the team member’s own insight (questions that start with “what” and “how” encourage expansive thinking)
• Provide specific and timely feedback
• Balance positive (motivational) and negative (constructive) feedback and understand the unique strengths and development areas of each team member
  

Below, Brian Glaser, Vice President and Chief Learning Officer at Google, shares the mindset shift that challenges managers to “listen to learn” not “listen to fix” when engaging with their team.

In the Project Oxygen study, the team found that our higher-scoring managers are more likely than lower-scoring managers to have frequent 1:1 (“one-on-one”) meetings with their team members. Meeting frequently and individually with team members can require a large time investment, but can identify issues early and provides a forum for the manager to give feedback and guidance. The team asked our best managers how they hold effective 1:1 meetings. Here’s a collection of some of those tips:

• Prepare for the check-in: Create a dedicated, shared document for each team member to capture their goals, check-in notes, and career interests.
• Start with a friendly connection: Begin the check-in with a friendly question to build rapport. If they seem hesitant, that's okay. You can share something about yourself to encourage conversation.
• Create the agenda together: Share the topics you’d like to discuss and invite the team member to add their own topics to the agenda.
• Use active listening: Minimize distractions by turning off any notifications. Take notes or ask the team member to do so, so both can refer back to the discussion. If you are in a virtual meeting, try using Google Meet and Gemini to capture notes so you can give the team member your full attention.
• Discuss performance: Ask how they feel about their current projects and their work with colleagues. Provide constructive feedback and discuss how to navigate any challenges.
• Encourage decision-making: Empower your team members to make decisions and solve problems, acting as a guide. Instead of giving them the answer, ask what they need from you to move forward.
• Establish career checkpoints: Periodically set aside time to discuss career aspirations, including new responsibilities or skills they want to learn.
• Provide clear takeaways and ensure alignment: End the meeting by defining action items for both of you, including target dates.

Here are more helpful coaching tips from Mekka Okereke, General Manager of Google Play apps, who speaks to the importance of undivided attention and reflection in 1:1 conversations.