Welcome to Manager Tools. This is Sarah. And I'm Mark. Today's cast, Google's Project Oxygen, Part 1 of 1.

This cast answers these questions. What the heck is Google's Project Oxygen? What did Google learn about managing from Project Oxygen, obviously? And how important are one-on-one's feedback, coaching, and delegation?

If you want answers to these questions and more, keep listening.

Looking to sharpen your leadership skills face-to-face?

The Manager Tools Conference is coming to Atlanta, and this is your chance to learn proven management strategies.

Join us there, September 23rd and 24th.

You can sign up today online at manager-tools.com forward slash training.

All right, frog in my throat to get us started.

Yeah, but I have a reason for frog in my throat.

We just finished the two, two days of the effective executive conference here and near us in

Monterey, California, 21 executives from all over the country. I don't think we have any international.

We did. Paraguay. Oh, that's right. Yes. And I was facilitating for two full days, eight to five, both days.

And then having dinner and drinks afterwards and trying to yell over the den as I answered questions.

So, yes, a little scratchy.

Little scratchy. Little scratchy. Oh, well, it is what it is. And here we are today to talk about

Google's Project Oxygen. And this idea, this organizational structure,

Google and other really big name technology companies and many other organizations that

we've worked with over the years, frankly, have always had at least according to the common

wisdom, this different or new or agnostic, if you will,

relationship with management and managers. And the idea of not having managers, I should say,

is seductive. That is, we're a new and we're a different

type of company. Nobody has ever really managed engineers before, which is kind of slightly

...