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4.4 | Spend time reading about the Google Oxygen Leadership Model. Identify an area of your leadership that needs more attention. Explore steps, conversations, and actions to cultivate growth in this area. Post insights.
Below, you will see the Session #4 reflection questions. Please answer these questions at the bottom of the screen.
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40 Replies
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I absolutely loved learning about this leadership model, and have focused on “interest and concern for team members’ success” and clear vision and strategy- both things that came naturally to me, but I felt deserved a bit more attention and focus. Over the past month, in doing this (by delegating more, front-loading strategy and vision in meetings more), I’ve noticed that even more people wish to get involved in the Mindful EPA program that I’m developing. POWERFUL INSIGHT- supporting others with care and transparency will serve the organization.
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“Has a clear vision/strategy for the team” is the quality I’d like to strengthen. As a startup founder, I’ve always had a clear vision and was able to capitalize on that to get my little startup running on little resources. Now in a bigger organization, I often hide in my IC role and not use my vision to its potential when there are more powerful, higher-status people in the room.
It’s my gift to reclaim in the next months to come. -
Discover what is unique about each person. Interesting. I really liked the questions around best day/worst day to really understand their strengths and weaknesses. I want to go more deeply here and really observe this.
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I think an area I could work on would be the importance of establishing clear performance expectations. I tried it out today and the results were inspirational. The start of the conversation was a little slow and awkward, but then we found so much momentum and accomplished a lot! It was a leap for the project we were working on, and it set up a framework for meetings. It cleared up a lot of confusion and clutter. It streamlined and simplified things, made the project much more effective.
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I think #4 “Is productive and results-oriented” is probably the one I need to work on the most (though there are others). I often seem to circle around or feel unsure on the next steps to take that feels like it takes too much time. I eventually get there but it feels slow. I don’t know how much that is my own internal beliefs or whether it is actually true. I should have some conversations with my colleagues to see if they perceive me that way as well. If so, I’d ask them for their advice on actions I could take to address this shortcoming.
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I like that it emphasizes “soft skills.” Having said that, my own weakest spots are related to technical skills. I’m a good communicator except for when I haven’t spent the time that I need in planning so that I can share information in a timely way. And my software chops are very elementary, meaning that others are doing work that I should be able to whip together on my own. It’s embarrassing but I may spend my 2022 professional development funds on time management and remedial Excel and PowerPoint courses.
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I need to work on being a clear communicator. I don’t actually manage anyone, but do manage projects and I although I have a clear vision and idea how to accomplish that vision I have a hard time figuring out how to communicate that to the group, ask for input and assign tasks. I need to think more critically about how to manage the conversations and clarify what I’m asking. I also don’t have much experience coaching in my current organization and need to think about when/where I could hone those skills.
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Decision making is probably where I need the most work. I assume that everything needs to be consensus-based and that can slow things down too much. Some of the Project Oxygen new manager training manuals offered ways to be clear about how a decision was to be made, and the roles (RACI= responsible, accountable, consulted, informed) for the people who are involved.
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Clear Communicator is the area that I need to improve the most. I noticed this a while ago, but during our training I could think of ways into fixing it and believe I’m on the right path to do it.
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Strong decision maker. Sometime I seek too much consensus and care more about finding something everyone can agree on, rather than what I see clearly is the right way forward for the organization. I’ve this month stepped more into strong decision making. Not only do I feel more settled and confident, I see my team responding well, with over all confidence and energy increasing.
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These are the 2 areas that need more attention:
1) Supports career development and discusses performance
2) Has a clear vision/strategy for the teamI am currently struggling with both as I don’t feel supported in my current role to do either successfully with my direct reports. I’m currently backfilling a director on another time (totally separate from where my direct reports work) and HR is in the process of updating job titles and ladder level.
This isn’t an excuse, and thus I want to find a way to support my team development and have a clear vision/strategy while also being okay with the ambiguity. I think transparency is key and being upfront with my team is the right answer. Along with this, I think asking what they need to support career development that is in our control is another actionable and realistic step.
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Our teams have changed so much these past 2 years that it is difficult to have a strong vision and strategy outlined.
My business needs to get better at having formal employee reviews.
Re career development, any business has staff that want to grow and staff that don’t want to grow. For those who want to grow, we support them in taking the classes they need and taking the time they need. Several staff have acquired certifications and professional licensure while working at my business. I feel that my days have better value in that I have helped others to have a career that will sustain them into the future. But as I write that, I recognize that I want it to support my business into the future, until I am ready to leave it, and not before then. So that trace of self-ishness needs to be washed away. Everything passes, even the people in whom you have invested.
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Clear vision has been an easy go-to for me, how it gets communicated and working out the process with others I fall behind. The lag between vision and relationship/communication is interesting. I have been looking at how I can stay in the moment with both vision and clear open transparent communication with the people close to me.
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Not to micro-manage was something that I had to learn, and it took time. The winning strategy, for me, was to find ways to adjust expectations and prioritize results: for example, something can be done, and done in the “proper” way, but maybe not in the timeframe that I would like it; or it can be accomplished by the team within that timeframe at the highest standard, but not how I would do it. What I am currently working on developing, is a successful approach to using the processes and situations that this engenders, as opportunities for team and individual development, and for coaching.
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I think a lot about the: “Has key technical skills to help advise the team” and am aware it is something I need to spend some time on.
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