It's not surprising that Google, which is now part of Alphabet, loves data, and corporate executives frequently share the revelations they find, such as their ideas on the use of the mobile web. But, some would be surprised to discover that this unicorn company often turns inland, analyzing information about their people to help improve their operations.
A group of employees from the People's Operations section of Google, the equivalent of a human resources department, decided to complete an analysis to answer a question: "What is it?" does a Google team work?
Here's an overview of their approach and the amazing revelations they've had along the way.
Research on the effectiveness of the Google team
Google's minds wanted to know why some teams were rising to success while others seemed to struggle. Originally, company executives, like many other large corporations, assumed that hiring the most talented professionals was the ideal way to fame. But, it turned out that they were "completely wrong".
According to Google's re: Work website, they made the discovery after reviewing over 180 Google teams, conducted over 200 interviews, and analyzed over 250 identified attributes, comparing stellar group composition and those who did not reach such heights.
In the end, they determined that "team members matter less than the way team members interact, structure their work and see their contributions." And that's one important discovery for those seeking to improve efficiency and productivity at work.
Along the way, they discovered "five key dynamics that distinguish successful teams" from the rest:
- Psychological Safety
- Structure and clarity
Although they all play a role, the first trait, psychological security, was much more crucial for overall success. Here's an overview of the features identified by Google and why the unicorn company believes they matter:
As Google says, psychological safety is based on a primary question: "Can we take risks on this team without feeling insecure or embarrassed?"
The researchers found that it was the most important factor, by far, that could determine the probability of success of a team.
While risk-taking at work may seem easy on the surface, employees who do not feel safe when they contribute to an idea or ask questions are less likely to participate or innovate. Why? Because people are "reluctant to engage in behaviors that could negatively affect how others perceive our competence, our consciousness, and our positivity."
Think about it. How many times did you attend a meeting and were you hired because you were not sure how your idea, opinion or question would be received? Or was he nervous before a big presentation because you were concerned about being judged?
In the end, people want to protect themselves from the evil and negative judgments of others. So, if you have an idea or ask for clarification about a goal or task that can hurt our reputation, we are more likely to remain silent to preserve your self-reliance. Professionals, including entrepreneurs, are often afraid of being wrong, and having an idea shot down by bravado can often bring that fear to the surface.
Teams that feel safe are more likely to take risks, admit mistakes, collaborate or even take on new roles. Feeling like you're working in a judgmental space gives more power to the teams, allowing them to benefit from diverse ideas and innovative ideas, increasing their overall effectiveness and enhancing collaboration, what the team wants. most millennia. This also allows employees to ask questions without fear, which limits the possibility that they will go in the wrong direction or operate under a wrong assumption, simply because they are reluctant to suffer the repercussions of their intervention.
Google also discovered that psychological safety played the most important role in success because it provided a foundation on which the other four identified traits were built. Without psychological security, the remaining factors are almost impossible to obtain.
In the end, no one likes to work with someone whom he can not depend on, and having an unreliable team member is guaranteed to cause problems no matter if the nobody is toxic.
To be reliable, all members of the team must complete their tasks on time and to the expected quality standards. Without this, the whole group will struggle, regardless of whether others are ready to take over.
Structure and Clarity
Google has also identified another good business foundation as being particularly relevant: structure and clarity.
Employees must clearly understand their role within the team, the current plans, and the business objectives that affect their work. Without this, workers may find it difficult to identify who is responsible for what, why certain actions need to be taken and what are the more general objectives. Cumulatively, this creates uncertainty that can affect the ability of the team to focus on what matters and cover all of their tasks.
Meaning of Work
In a world where cultural fit has become increasingly important, it is not surprising that those who feel personally connected to the company and their work are more likely to # 39; excel. People who are passionate about the mission of the company experience higher levels of job satisfaction, which ultimately improves performance.
The Impact of Work
Beyond finding meaningful work, the most talented teams also believe that what they actually account for; their contributions bring value and support positive change. This makes everyday life more important as employees understand how the tasks assigned to them have a fundamental impact on larger goals, which makes the job tedious even useful.
By creating teams that have the five characteristics listed above, you prepare them to succeed. So, instead of focusing solely on skills and education (even if the candidate graduated from an Ivy League School), examine the personalities of your employees and make sure that they meet in these key areas. In this way, they will be prepared to exceed expectations, innovate and work as well-oiled collaboration machines.
Reissued with permission. Original here.
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