Building on the success of the Oxygen project, where Google has been exploring the characteristics of good leadership, in 2012 they launched Project Aristotle, using the same data-driven methodology to unravel the mystery of effective teams. The name says it all, because Aristotle is known, among other things, for his saying that the whole is more than the sum of its parts. And at the same time this also describes the essence of the results of this investigation: a group of superstars does not necessarily become an effective team.
In 2008, a team at Google launched Project Oxygen. The aim of the project was to find out what defines good leadership and what behaviors characterize a good manager at Google. Being a data-driven company the team approached this question on the basis of data from employee surveys and the managers’ annual performance reviews. The original eight behaviors have recently been reworked and two new behaviors have been added. At first glance, they still seem quite trivial or, as the New York Times noted in its 2011 article, almost like a gag on the whiteboard in the television series “The Office”. But one must not be deceived by this simplicity. Google has seen positive effects in recent years in terms of employee satisfaction, turnover and performance through incorporating these finding into trainings and through the intense focus on leadership that accompanies the publication. This is reason enough for a second look.