Want To Become a Great Engineering Manager? Here’s How Googlers Do It!

Learn more about the things you need to do in order to become a empowering and endearing engineering manager.



2 years ago | 1 min read

A few years ago, Google came up with a hypothesis that managers add nothing but an extra layer of bureaucracy to its system. The organization tried to prove the same with Project Oxygen. Quite contrary to the expectations, the analysis revealed that managers were intrinsic to Google’s success. 

Based on these findings, the tech giant identified five essential characteristics that make up for a great manager:

They are good at coaching and decision making

The command and control style of leadership is no longer effective. The most efficient managers act and think like coaches. They don’t solve problems on the spot but use them as examples to enhance their team’s problem-solving skills. Good managers know that they’re facilitators and not problem-fixers. They consistently share their knowledge with the team members so they can grow professionally and develop leadership skills. 

The absence of solid decision-making can paralyze an organization. And thus, great managers are excellent at making decisions and executing plans. They weigh their options carefully, but once they come to a decision, they stand behind it diligently.

Don’t micromanage. Do create an inclusive environment

Great managers do not micromanage employees but empower them to take control of their projects. Such empowerment gives employees the freedom to explore and learn from their experiences. Research shows that empowered employees have higher job satisfaction than others. Moreover, managers who empower others are seen as more influential and inspiring by their subordinates.

All employees want to feel a part of the broader team mission. And thus, high-performing managers strive to create an inclusive environment where anyone can ask a question, experiment, and propose a new idea. Such managers promote team cohesion through empathy, and they exhibit genuine concern for their team members. They are actively engaged in their employees’ success and happiness at work

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