A. This paper discusses the soft skills strategies

Topics: BusinessGoogle

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Last updated: September 11, 2019

A.    Abstract:Google as an international technologycompany applied its philosophy “Google Way” and strategies to be the world’smost attractive employer to graduating students in the “Universum” talentattraction index (Mossevelde, 2013). This philosophies and strategiesshown in different Google programs such as “Oxygen”, “Eight Habits of HighlyEffective Google Managers” which draw the way and rules for effective skillsneeded by managers to retain employees, improve their career path, anddeveloping successful, and productive teams. This paper concentrate onimplementing Goleman’s leadership style in Google Inc.

inaddition to soft skills needed to build such successful teams.B.   Introduction:Themain problem of any organization is to retain capable employees engaged intheir work as a human resource capital.

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People may leave organization when theydon’t feel a connection to the mission of the organization, or sense that theirwork matters; or they don’t really like or respect their co-workers, or theyhave a terrible boss.Fromthe other side, “employee performance optimization” as analyzing and improvingindividual workers is not enough. Teams becomes the fundamentals unit oforganization. If an organization wants to outstrip its competitors, it needs toinfluence not only how people work but also how they work together.Studiesshows that encouraging groups to work together (Duhigg, 2016), tend to innovate faster, explore mistakesmore quickly find better solutions to problems, tend to achieve better results,and report higher job satisfaction.

When workers are persuaded to collaboratemore, profitability increase.Thispaper discusses the soft skills strategies that Google may use to retainemployees, develop teams and improve their productivity, in addition to themanagerial skills needed by leaders:1.    Building a Better Leader:As Google concentrate to build bettermanagement and leadership, they applied the Google way through developing amanifesto entitled “Eight Habits of Highly Effective Google Managers”. Here isa list of the directives it produced (Blodget, 2011): 1.     Be a good coach:a)     Provide specific,constructive feedback, balancing negative and positive.b)      Have regular one-on-ones, presenting solutionsto problems tailored to the employee’s strengths.

2. Empower your team and don’tmicro-manage:a)     Balance givingfreedom to your employees while still being available for advice.b)     Make”stretch” assignments to help them tackle big problems3.  Express interest inemployees’ success and well-being:a)     Get to know youremployees as people, with lives outside of work.b)     Make new folksfeel welcome, help ease the transition.4.

Be productive and results-oriented:a)     Focus on what youwant the team to achieve and how employees can help achieve it.b)     Help the teamprioritize work, and make decisions to remove roadblocks.5.  Be a good communicator and listento your team:a)     Communication istwo-way: Both listen and share.b)     Hold all-handsmeetings and be specific about the team’s goals.c)     Encourage opendialogue and listen to the questions and concerns of your employees.6.

Help your employees with careerdevelopment.7.Have a clear vision and strategyfor the team:a)     Even amid turmoil,keep the team focused on goals and strategy.b)     Involve the teamin setting and evolving the team’s vision, goals, and progress.8.Have key technical skills, so youcan help advise the team:a)     Roll up sleevesand work side-by-side with team, when needed.b)     Understand thespecific challenges of the work.

Scott DeRue, a management professorat the Ross School of Business at the University of Michigan, said (Bryant, 2011):”As a manager and I want to get better, and I want more out of my people and Iwant them to be happier”The list above concentrate on thesoft skills that managers must practice to improve teams, turn them toproductivity.2.   Communication, ListeningSkills, and Group Norms:Asabovementioned from the 8 rules, the following skills must be developed (Noel K. , 2016):2.1Listening: Successful leaders understand the importance oflistening to others’ ideas, gives attention, taking notes, reserve judgement,and being open to opinions and thoughts.

2.2Communication: communicating with gentility, showingconfidence, back up statement with facts, and trying to avoid tentativelanguage.Inaddition to non-verbal communication, by maintain eye contact while speaking toshow respect and sincerity, and make sure facial expressions align with themessage being communicated.2.

3Positives: avoid talking about problems rather than confronttough issues. Learning to award “Courageous Conversations” in the workplace andtraining teams in communication strategies and skills to increase thelikelihood of mission-based team work and success.2.4Group Norms:  (Duhigg, 2016) Google focusing onwhat are known as “group norms” Norms are the traditions, behavioral standards governinghow functioning when people gather.

Understanding and influencing group normswere the key to improving Google’s teams.3.    Coaching Employees:Goodnegotiating of situations. As leaders looks at the situationthrough employee’s eyes, being prepared to offer several options, showingunderstood of the other side, and offering help out in some way to demonstrateteam playing.

Deliveringstructured feedback regularly is effective to understandexpectations, and perfecting employees’ performance, and having greater successin the workplace. Feedback must focus on the task/event rather than the person.It’s better to private share of feedback to avoide embarrassment, and giving employeesa chance to provide their own solutions during coaching interventions.3.3Motivating employees to achieve the performance goals by making coaching a teameffort between managers and employees.Bestleaders recognize people’s different types of accomplishments, and good atdelegating assignments and cultivating loyalty, awarding and congratulate goodwork at meetings. Leaders focus on developing employees for the future.

4.    Leadership Styles:Holdinga powerful position or traditional leadership roles aren’t enough. Leaders mustcome forward with solutions when things go wrong. Here’s one of the best quoteson how to lead, from the French writer Antoine de Saint Exupéry:”Ifyou want to build a ship, don’t drum up people to collect wood and don’t assignthem tasks and work, but rather teach them to long for the endless immensity ofthe sea”.Professionalleaders recognizing how to balance between work and personal life, establishingclear boundaries when working with friends, being fair to all subordinates,avoiding any special treatment or favors.Asfor Google, the appropriate mix of leadership styles that leaders can movebetween, adopting different styles to meet different momentary demands, are asthe following leadership styles (Goleman, March 2000):theauthoritative leadership style, that leaders state the overall goals givingpeople the freedom to choose their own means of achieving it.

As this style isappropriate when leaders are working with team of experts. Theaffiliative style “people come first” attitude focusing on emotional needs, tobuild team harmony. Thedemocratic style by giving workers a voice in decisions, listening to both thegood and bad news, help generating fresh ideas.Thepacesetting style.

A leader sets high performance standards building challengesand sets motivating goals, has a very positive impact on employees who areself-motivated and highly competent. Thecoaching and visionary style: giving clear directions from a powerful posture,commanding and expecting full obedience. As Google (Drucker, 2015) experience the increased employeeretention rate, to reach $1 Billion in revenue5.

    Delegation, Empowerment, and successful staff:Delegationrequires a great deal of finesses and people skills to motivate employees to dothe work and get it done effectively, by masking clear and specific goals aboutexpected results, lay out challenges and discussing obstacles employees mayface, and offering available resources (Noel K. , 2016).Thekey to success of employee’s performance is competence. Employees who feelempowered to test and build their strengths are more likely to meetexpectations.

A manager’s job is to run a turnkey operation that ensure allgoals are met.Informingand sharing employees of business visions, goals, and reasons behind them, willbe more motivated to get the job done, and encouraging them to struggle forward.  Without a clear visionand action-oriented plan, success is not in the cards. Employees alike need tosee the big picture and align their daily actions accordingly. They mustunderstand where Google is going, and what the culture really is all about.

When they do, they are in a better position to help ensure that employees andcolleagues stay true to the business goals and mission. Strategicmission/vision-building retreats and planning sessions can help. So, Successfulbright people rarely experience failure, and so they don’t learn how to learnfrom that failure.

They, instead, commit the fundamental attribution error,which is if something good happens, it’s because I’m a genius. If something badhappens, it’s because I didn’t get the resources or the market moved.Also,the successful teams share several defining characteristics (Pentland, 2012):1.      Everyoneon the team talks and listens, keeping contributions short and sweet.2.      Membersfacing each other, and their conversations and gestures are energetic, connectingdirectly with one another among team and leader.TheKey Elements Communications Forms among Teamwork (Pentland, 2012):Asstudies shows that face-to-face is the most valuable form of communication, andthe least valuable forms are email and texting. More people participate in thecall or conference.

6.    Training and DevelopmentPaying attention to provide growth of career path,keeps employees engaged in their work (Cooperperson, 2011). Employees who are not valued of theircontributions will look to change jobs when a new opportunities arise. Investingin human capital by training is critical, and more cost-effective than hiringand train a new recruit.Googlehas built a culture that attacks problems (Satell, 2017). The development of the teamwork thatdrive that kind of culture:1.      Peoplewant to do a good job.

The fact that most people are professionals who want tobe proud of their work. 2.      Givingenough eyeballs, all bugs are shallow. 3.

      People perform best at tasks that interest them.4.      Great leaders provide a sense of mission and purpose.Talent is effective when directed by passion and purpose.7.

    Dealing with difficult employeesLeaders must be with knowledge and experience with theway of dealing with difficult employees whose attitudes can endanger workplaceharmony. Solving the problem fast, and implement a plan for correcting thebehavior, and daily follow up to ensure the positive change is permanent (Noel K. , 2016). Watching out inappropriatebehaviors that could have negative impact on office morale, or productivity iscritical.8.    Managing Change, and Handling ResistanceLeaders always face resistance (Noel K.

, 2016), their ability to focus in the issue,setting employees for the situation, guiding, and encouraging them to takeresponsibility, and contribute in sharing ideas that comes to a resolution helpin avoiding resistance.  9.    Conclusions:Whatcan be learned from the styles of leadership implemented in Google Inc. (Mathew Manimala, Kishnchand Wasdani, Kishinchand Wasdani, 2013):Gettingto know employees, rewarding them for their creativity, high performing, andachievements, encouraging employees to solve their problems, and letting team functionoutside the company hierarchy.Theleadership styles implemented and the development of the teams to be able tocommunicate and share information, improving their abilities to solve problems,and empowering them to be results-oriented after providing them with clearvision and strategy, are all the key success of the teams resulting success forGoogle.

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