原作者：
来源8 Habits Of Highly Effective Google Managers
译者sissi_chen
Google's "people operations" team (HR) has applied the Google Way (data analytics) to management analysis and developed a manifesto entitled Eight Habits Of Highly Effective Google Managers.
谷歌公司的“人员管理”团队（人力资源）开始使用谷歌数据分析软件进行管理分析，并总结出一套理论，叫做谷歌高效能经理人的8个习惯。
Google has used this manifesto to turn crappy managers into acceptable ones.
谷歌用这套理论已经将蹩脚的经理成功转型为有效的管理人员。
How?
那是怎么做的呢？
By teaching them the basics.
就是向经理人传授管理要领。
Specifically, the manifesto has helped engineering geniuses who know how to write code but have no idea how to manage people learn how to manage people.
特别指出的是，这套理论让天才工程师学会了管理人员，他们以前只知道怎样写代码，对管理一窍不通。
Not surprisingly, it turns out that the eight habits of highly effective Google managers are the same as the eight habits of highly effective managers everywhere!
不足为奇的是，这套理论总结出的谷歌高效能经理人的8个习惯，与世界各地的高效能经理人的习惯一模一样。
Courtesy of the New York Times, which edited the Google manifesto and wrote more about it here, here are the eight habits of highly effective Google managers and three pitfalls. The "good habits" are listed in order of priority, from most-important to least-important.
感谢纽约时报，在此将谷歌的这套管理理论进行编辑整理，以下是谷歌高效能经理人的8个习惯和3个陷阱。这些“好习惯”是按照优先顺序排列的，从最重要的习惯开始。
EIGHT HABITS OF HIGHLY EFFECTIVE MANAGERS
高效能经理人的8个习惯
1. Be a good coach
1，当一名好教练
* Provide specific, constructive feedback, balancing negative and positive
*向员工提供具体的、有建设意义的反馈，并能够衡量利弊
* Have regular one-on-ones, presenting solutions to problems tailored to the employee's strengths
*经常与员工进行一对一的交谈，针对员工的强项提出解决问题的方案
2. Empower your team and don't micro-manage
2，下放权力，不要事无巨细
* Balance giving freedom to your employees while still being available for advice
*酌情给员工一定的工作自由发挥，但随时能提供建议
* Make "stretch" assignments to help them tackle big problems
*布置有“弹性”的任务，帮助员工找出重要问题
3. Express interest in employees' success and well-being
3，向工作出色和生活幸福美满的员工表达自己的感受
* Get to know your employees as people, with lives outside of work
*了解员工工作以外的生活，把他们当作朋友
* Make new folks feel welcome, help ease the transition
*让新员工感受到你的热情，帮助他们尽快适应工作环境
4. Be productive and results-oriented
4，注重工作取得的成绩，以结果为导向
* Focus on what you want the team to achieve and how employees can help achieve it
*重点关注你希望自己带领的团队取得怎样的成绩，以及你的员工如何才能达到这个目标
* Help the team prioritize work, and make decisions to remove roadblocks
*帮助你的团队安排好工作的主次，扫清障碍
5. Be a good communicator and listen to your team
5，善于沟通，倾听团队的建议
* Communication is two-way: Both listen and share
*沟通是双向的，包括倾听和分享
* Hold all-hands meetings and be specific about the team's goals
*召开全体员工会议，详细阐述团队的目标
* Encourage open dialogue and listen to the questions and concerns of your employees
*鼓励员工畅所欲言，倾听员工所关心的问题
6. Help your employees with career development
6，帮助员工实现职业发展
7. Have a clear vision and strategy for the team
7，团队的目标明确，战略清晰
* Even amid turmoil, keep the team focused on goals and strategy
*即便遇到不顺，也要让团队关注目标和战略
* Involve the team in setting and evolving the team's vision, goals, and progress
*让员工参与制定团队的愿景、目标和计划
8. Have key technical skills, so you can help advise the team
8，掌握关键的技术技能，这样就能向团队提供建议
* Roll up sleeves and work side-by-side with team, when needed
*卷起袖子，在必要时与员工肩并肩奋战
* Understand the specific challenges of the work
*知晓工作中的具体挑战
THREE PITFALLS
三个陷阱
1. Have trouble making transition to team leader
1，在转型为团队领导时遇到困难
* Fantastic individual performers are often promoted to manager without the necessary skills to lead
*工作表现优秀的员工即便不具备领导的基本技能，通常也会提升为经理
* People hired from outside often don't understand the specific ways of the company
*从社会上招聘的员工通常很难理解公司的具体做法
2. Lack a consistent approach to performance management and career development
2，不能持续地追求业绩管理和职业发展
* Doesn't help employees understand what company wants
*不能让员工理解公司的目标
* Doesn't coach employees on how they can develop and stretch
*不能培训员工如何灵活地开展工作
* Not proactive: Waits for the employees to come to them
*主动性不够：通常都是等着员工找上门
3. Spend too little time on managing and communicating
3，在管理和沟通上花的时间太少
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