Google CEO Sundar PichaiJustin Sullivan/ Getty Images

Google tried to prove that it didn’t need managers with Project Oxygen. It did not work. Instead, the company recognized the best interests of the administrators who guide their team to success. These 10 characteristics make a great manager, it saw, including being inclusive and having the confidence to make decisions. Visit Business Insider’s homepage for more narratives .

It’s not every day you been informed of a really smart company setting out to prove that managers don’t matter. But that’s exactly what Google did with Project Oxygen — or tried to.

The hypothesis was that the quality of a manager doesn’t matter — that directors are at best a necessary villainy, and at worst a useless layer of bureaucracy. The early task of Project Oxygen, in 2002, included a radical experiment: a move to a flat organization without any managers.

The experiment was a disaster, lasting only a few months as the search giant determine employees were left without direction and counseling on their most basic questions and needs.

Never daunted, Google pivoted to extensively study the opposite question — what are the common behaviors of their very best managers? It came up with a list of eight attributes, checked quantitatively and qualitatively in multiple behaviors. It then rolled out those findings in 2010 to its organization to ingest and use.

The results were remarkable.

Laszlo Bock( at the time Google’s VP of people procedures) told The New York Times, “We had a statistically significant improvement in manager tone for 75% of our worst-performing managers.” Since then, further analysis has added two more attributes to the list.

So what follows are the 10 characteristics Google believes make for the best managers( and that it expects from directors ), blended with my perspective on each trait. According to Google, the best managers know how to …

1. Be a good coach-and-four Justin Sullivan/ Getty Images

You either care about your employees or you don’t. There’s no grey-headed area. If you care, then you’ll invest time and vitality to help your employees become better versions of themselves. That’s the first 50 percent of being a good coach.

The other half is knowing you’re a facilitator , not a fixer. Ask good questions, don’t merely give the answers. Expand your coachees’ point of view versus devoting it to them. Sure, I’m oversimplifying. But not much.

2. Empower squads and don’t micromanage Peter Power/ Reuters

Absolutely no one likes to be micromanaged. Research from empowerment expert Gretchen Spreitzer( University of Michigan) shows that empowered employees have higher job satisfaction and organizational commitment, which reduces turnover and increases performance and motive. Also, directors who empower are seen as more influential and inspiring by their subordinates.

Everyone wins when you learn to let go.

3. Create an all-inclusive environment, are concerned for success and well-being Noah Berger/ Reuters

Individual fulfillment is often a joint effort. People derive tremendous joy from be members of a win team. The best managers facilitate esprit de corps and interdependence.

And employees respond to managers who are concerned about winning, and winning well( in a way that supports their well-being ).

See the rest of the narrative at Business Insider

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