Best opinions and thoughts. As abovementioned from

leaders recognize people’s different types of accomplishments, and good at
delegating assignments and cultivating loyalty, awarding and congratulate good
work at meetings. Leaders focus on developing employees for the future.

Motivating employees to achieve the performance goals by making coaching a team
effort between managers and employees.

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structured feedback regularly is effective to understand
expectations, and perfecting employees’ performance, and having greater success
in 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 employees
a chance to provide their own solutions during coaching interventions.

negotiating of situations. As leaders looks at the
situation through employee’s eyes, being prepared to offer several options,
showing understood of the other side, and offering help out in some way to
demonstrate team playing.

3.    Coaching Employees:

Group Norms:  (Duhigg, 2016) Google focusing on what are known as
“group norms” Norms are the traditions, behavioral standards governing how
functioning when people gather. Understanding and influencing group norms were
the key to improving Google’s teams.

Positives: avoid talking about problems rather than
confront tough issues. Learning to award “Courageous Conversations” in the
workplace and training teams in communication strategies and skills to increase
the likelihood of mission-based team work and success.

addition to non-verbal communication, by maintain eye contact while speaking to
show respect and sincerity, and make sure facial expressions align with the
message being communicated.

Communication: communicating with gentility,
showing confidence, back up statement with facts, and trying to avoid tentative

Listening: Successful leaders understand the
importance of listening to others’ ideas, gives attention, taking notes,
reserve judgement, and being open to opinions and thoughts.

abovementioned from the 8 rules, the following skills must be developed (Noel K. , 2016):

Communication, Listening Skills,
and Group Norms:

The list above
concentrate on the soft skills that managers must practice to improve teams, turn
them to productivity.

Scott DeRue, a management
professor at 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 I want them to be

b)      Understand
the specific challenges of the work.

a)      Roll
up sleeves and work side-by-side with team, when needed.

8. Have key technical
skills, so you can help advice the team:

b)      Involve
the team in setting and evolving the team’s vision, goals, and progress.

a)      Even
amid turmoil, keep the team focused on goals and strategy.

7. Have a clear vision
and strategy for the team:

6. Help your employees
with career development.

c)      Encourage
open dialogue and listen to the questions and concerns of your employees.

b)      Hold
all-hands meetings and be specific about the team’s goals.

a)      Communication
is two-way: Both listen and share.

5.  Be a good
communicator and listen to your team:

b)      Help
the team prioritize work, and make decisions to remove roadblocks.

a)      Focus
on what you want the team to achieve and how employees can help achieve it.

4.Be productive and

b)      Make
new folks feel welcome, help ease the transition.

a)      Get
to know your employees as people, with lives outside of work.

3.  Express interest
in employees’ success and well-being:

b)      Make
“stretch” assignments to help them tackle big problems

a)      Balance
giving freedom to your employees while still being available for advice.

2. Empower your team and
don’t micro-manage:

b)       Have regular one-on-ones, presenting solutions
to problems tailored to the employee’s strengths.

a)      Provide
specific, constructive feedback, balancing negative and positive.

1.      Be
a good coach:

As Google concentrate to
build better management and leadership, they applied the Google way through
developing a manifesto entitled “Eight Habits of Highly Effective Google
Managers”. Here is a list of the directives it produced (Blodget, 2011):

1.    Building a Better Leader:

paper discusses the soft skills strategies that Google may use to retain
employees, develop teams and improve their productivity, in addition to the
managerial skills needed by leaders:

shows that encouraging groups to work together (Duhigg, 2016), tend to innovate faster, explore mistakes
more quickly find better solutions to problems, tend to achieve better results,
and report higher job satisfaction. When workers are persuaded to collaborate
more, profitability increase.

the other side, “employee performance optimization” as analyzing and improving
individual workers is not enough. Teams becomes the fundamentals unit of
organization. If an organization wants to outstrip its competitors, it needs to
influence not only how people work but also how they work together.

main problem of any organization is to retain capable employees engaged in
their work as a human resource capital. People may leave organization when they
don’t feel a connection to the mission of the organization, or sense that their
work matters; or they don’t really like or respect their co-workers, or they
have a terrible boss.


Google as an
international technology company applied its philosophy “Google Way” and
strategies to be the world’s most attractive employer to graduating students in
the “Universum” talent attraction index (Mossevelde, 2013). This philosophies and
strategies shown in different Google programs such as “Oxygen”, “Eight Habits
of Highly Effective Google Managers” which draw the way and rules for effective
skills needed by managers to retain employees, improve their career path, and
developing successful, and productive teams. This paper concentrate on
implementing Goleman’s leadership style in Google Inc. in
addition to soft skills needed to build such successful teams.

A.    Abstract: