Developing great managers at Google

What truly drives team success? At Google, we’ve been studying what makes people managers and teams effective for nearly 20 years. From Project Oxygen to feedback surveys and more, we’ve analyzed mountains of data and conducted thousands of interviews — and our research continues to this day.

Through this research, we’ve discovered that teams led by effective managers experience lower turnover rates, higher job satisfaction, and consistently achieve better results. But how do you develop exceptional managers across an entire company?

To answer that question and progress towards that goal, we developed Google’s Manager Responsibilities, a framework that distills years of research into a single, practical, actionable framework.

Google’s Manager Responsibilities clarify three key expectations for every people manager at Google: Deliver Results, Develop People, Build Community.

These pillars provide a common language to define the manager role and integrate best practices into our people processes. When used effectively, they enable team success across all levels of the organization, from those managing small teams to senior leaders overseeing large organizations.

Let’s explore each of these pillars.

Deliver Results centers on creating tangible impact for the team and organization through determining priorities, setting and communicating goals, and leading the team to remain agile and motivated in times of change.

Develop People involves setting clear expectations, providing relevant feedback and coaching, engaging in meaningful career conversations, and supporting growth by exploring development opportunities with team members.

Build Community enables team success through collaboration, inclusion, and sustainable high performance, creating a resilient team capable of navigating changes and driving innovation together.

Developing this framework was a collaborative endeavor. We analyzed existing job descriptions, conducted focus groups with managers, consulted global experts on management and leadership, and applied Google’s years of research on management and team effectiveness. Leaders from across Google contributed to refining the framework, ensuring it addresses both current and future manager needs. Now in use, we are committed to reviewing its relevance annually to ensure it remains aligned with evolving business needs and workplace dynamics.

These responsibilities are not mere guidelines – they are central to how we develop, recognize, and hold managers accountable, and they are integrated into our key people processes.

Here’s how the framework looks in action:

• At the beginning of each year, managers use the Manager Responsibilities to set their own expectations in our performance management process.
  
  
• Quarterly, they receive feedback on their management performance from their manager, and coaching is offered throughout the year.
  
  
• Annually, we ask team members to give feedback on how their managers fulfill the Manager Responsibilities. The manager receives a comprehensive report with qualitative and quantitative feedback from the team, and we encourage ongoing dialogue throughout the year.
  
  
• At year-end, delivery of the Manager Responsibilities is a key consideration in performance reviews.
  

A key way Google supports managers to excel on the Manager Responsibilities is through The Google School for Leaders, our center of excellence for manager and leadership development. We offer programs tailored to managers at all levels, from those leading their first small team to senior leaders overseeing large, global organizations.

Our programs are designed to enhance skills essential to fulfilling the Manager Responsibilities. This includes coaching techniques, goal-setting, and managing change. Managers have access to a comprehensive support system: onboarding programs, personalized coaching, digital learning resources, and peer learning communities. This comprehensive approach helps managers feel supported to confidently and consistently fulfill their responsibilities.

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People managers are the secret ingredient that turn good teams into great ones. Google’s own research combined with industry data make this abundantly clear, and the Manager Responsibilities framework transforms this insight into action. By providing a clear definition, roadmap, and support system for manager excellence, we’re creating an environment that encourages and invests in the managers and leaders who will shape our company’s future.

Consider whether Google’s Manager Responsibilities might be relevant for your organization, or explore creating your own to guide and support the managers and leaders on your team.