google leadership evaluation

Here are Google's leadership evaluation questions (a scale of 1 (strongly agree) to 5 (strongly disagree)):

1. My manager gives me actionable feedback that helps me improve my performance.

2. My manager does not "micromanage" (get involved in details that should be handled at other levels).

3. My manager shows consideration for me as a person.

4. The actions of my manager show that he/she values the perspective I bring to the team, even if it is different from his/her own.

5. My manager keeps the team focused on our priority results/deliverables.

6. My manager regularly shares relevant information from his/her manager and senior leaders.

7. My manager has had a meaningful discussion with me about career development in the past six months.

8. My manager communicates clear goals for our team.

9. My manager has the technical expertise (e.g., coding in Tech, selling in Global Business, accounting in Finance) required to effectively manage me.

10. I would recommend my manager to other Googlers.

11. I am satisfied with my manager's overall performance as a manager.

Then Google employees are asked to complete two other questions: 

12. What would you recommend your manager keep doing?

13. What would you have your manager change?

The evaluation spends almost no time assessing a manager's knowledge, skill, and experience. All but one question focuses on soft skills: communication, feedback, coaching, teamwork, respect, and consideration.

What you know matters, but communicating, delegating, creating a sense of autonomy and purpose...that matters a lot more.

Granted, you could argue that possessing superb technical skills is less important for Google's team managers; after all, it's easier for Google to recruit and retain incredibly skilled people than it is for many companies. 

But that argument misses the larger point. While most employees need some degree of training early on, the emphasis soon shifts from what they know to how they use their knowledge and skills.

Jeff Haden

"Here's How Google Knows in Less Than 5 Minutes if Someone Is a Great Leader" Inc. November 18, 2020

one-on-one

Several years ago my wife, Margie, was working with a fast-food chain and learned its turnover rate was substantially lower than the national average. She asked the manager what he was doing to keep the rate so low. At first, he said he didn’t think he was doing anything special, but further discussion revealed the answer: This manager made sure to take at least 10 minutes every week to talk to each employee. These conversations weren’t necessarily about job performance; they were just a conversation to check in with each employee to see how things were going.

After learning this, Margie talked to some of the staff. When she asked why they stayed, they all mentioned their manager and said they liked working for someone who cared about them... He made time for them, which in turn made them feel they were a respected part of the team.

Margie was so enthusiastic about this concept that she shared it with our leadership team and went on to develop a “one-on-one meetings” process. This process requires managers to meet one-on-one with each of their direct reports for 15 to 30 minutes at least every two weeks. These meetings are not to talk about performance or report on progress — they are meant to enhance the relationship between the manager and the employee.

The leader schedules the meeting, but the employee sets the agenda. It’s a chance to talk about anything: goals, share personal information, learn more about the company or ask for help to solve a problem. These kinds of conversations allow managers and employees to get to know each other as human beings.

We’ve found that when employees are not only allowed but also encouraged to talk with managers about their everyday lives — the good and the bad — relationships flourish and reach a new level of trust. Trusted working relationships improve performance at all levels.

As a leader, you might think you don’t have time to add more meetings, but you can’t afford not to take time for your people. If you have 10 direct reports and can’t find an additional few hours to mentor and develop them, leadership might not be the right role for you. One-on-one meetings are a significant way for leaders to demonstrate they care. Time in team meetings doesn’t count. Only one-on-one interactions deepen relationships, create loyalty and build partnerships.

Spending dedicated time lets employees know their work is important and that they are valued members of the team. These conversations are the foundation for strong, productive relationships that align people with each other and with the work of the organization in a satisfying, meaningful way. 

Ken Blanchard

"We Need to Talk." Chief Learning Officer. March 2014