In its heyday Google was notoriously anti-management. They stripped managers of their power where they could. Recruitment, performance evaluation and promotions are decided in groups, and compensation is largely determined by fixed rules.
Joris Merks-Benjaminsen worked at Google for twelve years, and embraced this principle of Managing Without Power: he became one of Google's highest scoring managers and trained many fellow managers.
When humaneness prevails at the expense of accountability, or if prestige or a focus on performance wins over humaneness and culture, a new balance is needed. Managing Without Power helps you build teams and organizations that combine a high bar for performance with human leadership. If you are a manager starting out, the practical models and exercises will quickly help you get started. If you work in HR, or in a senior leadership position, the book helps create principles, processes and systems that balance performance and humanity. Diversity and inclusion is always the 'default setting'. A team or organization can only perform at its highest level if all people are their best selves and work well as a team.
Joris Merks-Benjaminsen played a critical role in Googles Diversity, Equity & Inclusion initiatives. As an independent entrepreneur he now organizes trainings and courses to coach managers in finding the right balance between humaneness and performance.
"If you’re a manager, or are looking to upskill managers in your organization, if you want to establish an inclusive culture with start-up spirit in a large organization, or you’re a fast growing scale-up eager to maintain the culture you’ve built, then look no further than Joris’s Managing Without Power."
Kim Wylie: Senior Director People Development at Farfetch.
Part I Great managers, Brilliant Basics
Google’s ten behaviors of great managers
Improving yourself with manager-feedback from your team
Five Brilliant Basics for great managers
Basic 1 Genuine conversations about career and personal growth
Basic 2 Collaborative OKR-writing, setting direction and expectations
Basic 3 Meaningful meetings and team norms
Basic 4 Tracking progress on OKRs and milestones
Basic 5 Fair and predictable performance evaluations
Part II Great team leaders, high-performing teams
Combining psychological safety with high performance standards
DEI: Diversity, Equity, Inclusion
Triple-A: Activism, Allyship, Action
Part III Great leaders, high-performing organizations
Universal limitations of data: a game of prison break
Five enablers of organizational transformation
Managementboek Top 100
- Algemeen management
- Coaching en trainen
- Communicatie en media
- Financieel management
- Inkoop en logistiek
- Internet en social media
- IT-management / ICT
- Mens en maatschappij
- Personal finance
- Persoonlijke effectiviteit
- Reclame en verkoop
- Strategisch management
- Werk en loopbaan