文：Scott Mautz
来源：方相咨询
Google CEOSundar Pichai.Associated Press
- Google set out to prove that it didn’t need //www.58yuanyou.commanagers with Project Oxygen, but it was a failure. 谷歌曾着手证明它不需要氧气项目（Project Oxygen）的管理人员，但这是一个失败。
- In the process, however, the company realized the value of managers who guide their team to success. 然而，在此过程中，公司意识到指导团队成功的管理人员的价值。
- Here are the 10 characteristics Google found essential to make a great manager, including being inclusive and having the confidence to make decisions. 以下是谷歌发现的成为一名优秀管理者所必备的1www.58yuanyou.com0个特质，包括包容性和做出决策的信心。
It's not every day you learn of a really smart company setting out to prove that managers don't matter. But that's exactly what Google did with Project Oxygen.
你并不是每天都能了解到一家真正聪明的公司是如何证明管理者并不重要的。但这正是谷歌对氧气项目所做的。
The hypothesis was that the quality of a manager doesn't matter and that managers are at best a necessary evil, and at worst a useless layer of bureaucracy. The early work of Project Oxygen, in 2002, included a radical experiment — a move to a flat organization without any managers.
他们的假设是，管理者的素质无关紧要，管理者充其量是一种必要之恶，往坏里说，是一种无用的官僚体系。2002年，氧气项目的早期工作包括一项激进的实验 - 向没有任何管理者的扁平组织过渡。
The experiment was a disaster, lasting only a few months as the search giant found employees were left without direction and guidance on their most basic questions and needs.
这次实验是一场灾难，只持续了几个月，因为这家搜索巨头发现，员工们在最基本的原由网问题和需求上没有方向和指导。
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, verified quantitatively and qualitatively in multiple ways. It then rolled out those findings in 2010 to its organization to ingest and use.
谷歌从不气馁，转而广泛研究相反的问题 - 他们最优秀的管理者的共同行为是什么？它提出了八个属性的列表，并以多种方式定量和定性地进行了验证。然后，在2010年将这些调查结果推广到组织供其吸收和使用。
The results were markable.
结果是显著的。
Laszlo Bock (at the time Google's VP of people operations) told The New York Times, "We had a statistically significant improvement in manager quality for 75% of our worst-performing managers." Since then, further analysis has added two more attributes to the list.
Laszlo Bock（当时谷歌的人力运营副总裁）告诉纽约时报，“据统计，75％表现糟糕的管理者的管理素质有显着提升。” 从那时起，进一步的分析又为列表增加了两个属性。
So what follows are the 10 characteristics Google believes make for the best managers (and that it expects from managers), blended with my perspective on each trait. According to Google, the best managers know how to ...
以下是Google认为优秀的管理者（以及管理者期望的）所具有的10个特质，与我对每个特质的看法相结合。据Google称，最好的管理者知道如何...
（Google CEO Sundar Pichai）
1. Be a good coach
成为一名优秀的教练
You either care about your employees or you don't. There's no gray zone. If you care, then you'll invest time and energy to help your employees become better versions of themselves. That's the first 50 percent of being a good coach.
你要么关心你的员工，要么你不关心。没有灰色地带。如果你关心，你就要投入时间和精力来帮助你的员工成就更好的自己。这是成为一个优秀教练的一半因素。
The other half is knowing you're a facilitator, not a fixer. Ask good questions, don't just give the answers. Expand your coachees' point of view versus giving it to them. Sure, I'm over simplifying. But not much.
另一半是要知道你是一个推动者，而不是代人安排者。提出好问题，不要只是给出答案。拓展被辅导者的观点，而不是给他们你的观点。当然，我过于简单化了，但事实确实不复杂。
2. Empower teams and don't micromanage
赋权团队，不要微观管理
Absolwww.58yuanyou.comutely 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 motivation. Also, supervisors who empower are seen as more influential and inspiring by their subordinates.
绝对没有人喜欢被微观管理。授权专家Gretchen Spreitzer（密歇根大学）的研究表明，授权员工能获得更高的工作满意度和组织承诺，这可以减少人员流动，提高绩效和积极性。
Everyone wins when you learn to let go.
当你学会放手时，每个人都会赢。
3. Create an inclusive team environment, showing concern for success and well-being
创建一个包容的团队环境，关注成功和幸福
Individual fulfillment is often a joint effort. People derive tremendous joy from being part of a winning team. The best managers facilitate esprit de corps and interdependence.
个人的成就感往往是共同努力的结果。作为获胜团队的一员，人们从中获得了巨大的喜悦。最好的管理者促进团队精神和相互依存。
And employees respond to managers who are concerned about winning, and winning well (in a way that supports their well-being).
员工们会回应那些关心获胜并且赢得胜利的管理者（以支持他们的幸福的方式）。
4. Be productive and results-oriented
富有成效，注重结果
Take productivity of your employees seriously and give them the tools to be productive, keeping the number of processes to a minimum.
认真对待员工的工作效率，为他们提供高效的工具，将流程环节数量降至最低。
5. Be a good communicator — listen and share information
善于沟通 – 倾听并分享信息
The biggest problem with communication is the illusion that it has taken place. It often doesn't happen because of a lack of effort from both the transmitting and the receiving parties. Invest in communication, and care enough to listen.
沟通的最大问题在于，人们会产生错觉，以为沟通已经发生了。但是因为发送方和接收方都缺乏努力，沟通就不会发生。投资沟通，愿意倾听。
Former CEO of Procter & Gamble A.G. Lafley once told me his job was 90 percent communication - communicating the next point especially.
宝洁公司前CEO雷富礼（A.G.Lafley）曾告诉我，他的工作是90％的沟通 - 特别是沟通下一节点。
6. Have a clear vision/strategy for the team
为团队制定明确的愿景/战略
With no North Star, employees sail into the rocks. Enroll employees in building that vision/strategy, don't just foist it on them. The former nets commitment, the latter compliance. And be prepa原由网red to communicate it more often than you ever thought you could.
没有北极星，员工们就会驶入岩石。让员工参与制定愿景/战略，不要只是强加于他们。前者承诺，后者遵守。并准备好比你想象的更频繁地进行沟通。
7. Support career development and discuss performance
支持职业发展并讨论绩效
The best managers care about their people's careers and development as much as they care about their own. People crave feedback. And you owe it to them.
最好的管理者关心员工的职业生涯和发展，就像关心他们自己的事业一样。人们渴望得到反馈，而这是你欠他们的。
People don't work to achieve a 20 percent return on assets or any other numerical goal. They work to bring meaning into their lives, and meaning comes from personal growth and development.
人们不会为了20%的资产回报率或任何其他数字目标而工作。他们努力为自己的生活带来意义，而意义来自个人成长和发展。
8. Have the expertise to advise the team
具备为团队提供建议的专业知识
Google wants its managers to have key technical skills (like coding, etc.) so they can share the"been there, done that" experience. So be there and do that to build up your core expertise, whatever that might be. Stay current on industry trends and read everything you can.
谷歌希望其管理者们拥有关键的技术技能(如编码等)，这样他们就可以分享“去过那里，做过那件事”的经验。所以，无论你的核心技能是什么，你都要尝试去做，去建立你的核心技能。随时关注行业趋势，尽可能多地阅读。
9. Collaborate
协作
In a global and remote business world, collaboration skills are essential. Collaboration happens when each team member feels accountability and interdependence with teammates. Nothing is more destructive for a team than a leader who is unwilling to collaborate. It creates a "it's up to only us" vibe that kills culture, productivity, and results.
在全球和远程商业世界中，协作技能至关重要。当每个团队成员都感觉到与团队成员之间的责任和相互依赖时，就会有协作。对于一个团队来说，没有什么比一个不愿意合作的领导者更具破坏性了。它创造了一种“仅由我们自己”的氛围，可以扼杀文化，生产力和结果。
10. Be a strong decision-maker
做一个强有力的决策者
The alternative is indecision, which paralyzes an organization, creates doubt, uncertainty, lack of focus, and even resentment. Strong decisions come from a strong sense of self-confidence and belief that a decision, even if proved wrong, is better than none.
另一种选择是优柔寡断，这会使组织瘫痪，产生怀疑、不确定性、缺乏重点，甚至怨恨。强有力的决策来自强大的自信心和信念，即使这个决策被证明是错误的，也比没有好。
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