Google has used this manifesto to turn crappy managers into acceptable ones.How? By teaching them the basics.Specifically, the manifesto has helped engineering geniuses who know how to write code but have no idea how to manage people learn how to manage people.Not surprisingly, it turns out that the eight habits of highly effective Google managers are the same as the eight habits of highly effective managers everywhere! EIGHT HABITS OF HIGHLY EFFECTIVE MANAGERS 1. Be a good coach 2. Empower your team and don't micro-manage 3. Express interest in employees' success and well-being 4. Be productive and results-oriented 5. Be a good communicator and listen to your team 6. Help your employees with career development 7. Have a clear vision and strategy for the team 8. Have key technical skills, so you can help advise the team

1. Habits Of
Highly Effective
Managers
-Marissa Mayer

2. Background
• Google has used this manifesto to turn crappy managers into
acceptable ones. How?
By teaching them the basics.
• Specifically, the manifesto has helped engineering geniuses
who know how to write code but have no idea how to manage
people learn how to manage people.
• Not surprisingly, it turns out that the eight habits of highly
effective Google managers are the same as the eight habits of
highly effective managers everywhere!

3. • Be a good coach
• Empower your team and don't micro-manage
• Express interest in employees' success and well-being
• Be productive and results-oriented
THE HABITS OF HIGHLY
EFFECTIVE MANAGERS
• Be a good communicator and listen to your team
• Help your employees with career development
• Have a clear vision and strategy for the team
• Have key technical skills, so you can help advise the team

4. A. Be a good coach
EIGHT HABITS
• Provide specific, constructive feedback, balancing
negative and positive,
• Have regular one-on-ones, presenting solutions to
problems tailored to the employee's strengths
B. Empower your team
and don't micro-manage
• Balance giving freedom to your employees while
still being available for advice
• Make "stretch" assignments to help them tackle big
problems

5. C. Express interest in
employees' success
and well-being
EIGHT HABITS (Cont.)
• Get to know your employees as people, with lives
outside of work,
• Make new folks feel welcome, help ease the
transition.
D. Be productive and
results-oriented
• Focus on what you want the team to achieve and
how employees can help achieve it,
• Help the team prioritize work, and make decisions
to remove roadblocks.

6. E. Be a good
communicator and
listen to your team
EIGHT HABITS (Cont.)
• Communication is two-way: Both listen and share,
• Hold all-hands meetings and be specific about the
team's goals,
• Encourage open dialogue and listen to the
questions and concerns of your employees.
F. Help your employees with career development

7. G. Have a clear vision and
strategy for the team
EIGHT HABITS (Cont.)
• Even amid turmoil, keep the team focused on
goals and strategy,
• Involve the team in setting and evolving the team's
vision, goals, and progress.
H. Have key technical skills,
so you can help advise
the team
• Roll up sleeves and work side-by-side with team,
when needed,
• Understand the specific challenges of the work

8. 1. Have trouble making
transition to team leader
THREE PITFALLS
• Fantastic individual performers are often promoted
to manager without the necessary skills to lead
• People hired from outside often don't understand
the specific ways of the company.
2. Lack a consistent
approach to performance
management and career
development
• Doesn't help employees understand what
company wants,
• Doesn't coach employees on how they can
develop and stretch,
• Not proactive: Waits for the employees to come to
them.
3. Spend too little time on managing and communicating

9. Marissa Mayer
• An American businesswoman and investor.
• She is an information technology executive, and
co-founder of Lumi Labs.
• Mayer formerly served as the president
and chief executive officerof Yahoo!
• She is a graduate of Stanford University and
was a long-time executive, usability leader, and
key spokeswoman for Google (employee #20).