Google’s Quest to Build a Better Boss

IN early 2009, statisticians inside the Googleplex embarked on a plan code-named Project Oxygen. Their mission was to build better bosses. So, as only a data-mining giant like Google can do, it began analyzing performance reviews, feedback surveys and nominations for top-manager awards. They correlated phrases, words, praise and complaints. Later that year, the “people analytics” teams at the company produced what might be called the Eight Habits of Highly Effective Google Managers.