Google tried to prove managers don't matter. Instead, it discovered 10 traits of the very best ones

It took a huge failure for Google to discover the 10 traits of its best managers

The hypothesis was that the quality of a manager doesn't matter and that managers are at best a necessary evil, and at worst a useless layer of bureaucracy. The early work of Project Oxygen, in 2002, included a radical experiment — a move to a flat organization without any managers.

The experiment was a disaster, lasting only a few months as the search giant found employees were left without direction and guidance on their most basic questions and needs. Never daunted, Google pivoted to extensively study the opposite question — what are the common behaviors of their very best managers? It came up with a list of eight attributes, verified quantitatively and qualitatively in multiple ways. It then rolled out those findings in 2010 to its organization to ingest and use.

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