Google spent a decade researching this question. In “Google Spent a Decade Researching What Makes a Great Boss. They Came Up With These 10 Things.” author Justin Bariso reports their findings.
- Is a good coach. Coaches don’t provide the answers; they help others to find the answers.
- Empowers team and does not micromanage. “A good team lead gives their people enough freedom–to explore new ideas, to experiment, and to develop (and adapt) their own working style. In addition, great managers make sure their people have the tools and flexibility they need to do their jobs.”
- Creates an inclusive team environment, showing concern for success and well-being. Such an environment makes it safe to experiment, explore, and take risks.
- Is productive and results oriented.
- Is a good communicator; listens and shares information. “Great managers are great listeners–this enables understanding. They also share what they can, realizing transparency is beneficial for the team as a whole. They share sincere and specific praise, early and often. But they also don’t hold back from giving necessary (negative) feedback–making sure to frame it in a way that is constructive and easy to learn from.”
- Supports career development and discusses performance.
- Has a clear vision/strategy for the team.
- Has key technical skills to advise the team.
- Collaborates across (the company).
- Is a strong decision-maker. “Great managers take the lead. They make the tough decisions, and make sure everyone understands the reasons behind those decisions. Then, they commit to following through.”
In his description of these characteristics, Bariso states the importance of trust. In doing so he calls to mind for me Judith E. Glaser’s T.R.U.S.T. acronym. If you want to be a great boss, I would invite you to apply Google’s findings, and ensure that Transparency, Relationship, Understanding, Shared Success, and Truth-Telling are at the core of how you function.
About the Author: Brian Gorman
Brian Gorman is a transformation coach who supports individual and organizational change, sharing his “lessons learned” to ease others’ journeys. He is a workshop facilitator, public speaker, and author of The Hero and the Sherpa, a chapter in the Handbook of Personal and Organizational Transformation (Springer Publishing). Brian also creates blogs, articles, and videos about the change journey.
From 2016 to 2023, Brian served as Managing Editor of Change Management Review™, where he curated articles, contributed original writing, hosted podcasts, and collaborated with guest authors.
Over five decades, he has worked with individuals and organizations—including Fortune 100 companies—gaining deep insights into universal patterns for navigating change.
Brian holds a BA in Cultural Anthropology from Syracuse University, an MA in Higher Education Administration from the University of Texas, San Antonio, and an MA in Human Relations from the University of Oklahoma. He is an ICF-certified coach, an active member of its NYC chapter, and belongs to the Forbes Coaches Council and the Gay Coaches Alliance.
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