As a founder, you’ve probably worn every hat in the company — salesperson, customer service rep, product designer, even accountant. But there’s a point where you simply can’t do it all. You need people to lead other people.

Here’s the catch: bad managers can sink a startup faster than a bad product launch. A great one, though? They free you to focus on the bigger picture while keeping the team motivated, aligned, and performing well.

That’s exactly why Google’s Project Oxygen is worth your attention. It’s not fluff — it’s research-backed insight into what makes a manager truly effective. And when you’re small, every single leadership hire has an outsized effect on your culture, output, and growth.

Project Oxygen in a Nutshell

Google wanted to know: Do managers really matter, and if so, what separates the great ones from the rest?

The answer was a big yes. Managers at Google weren’t just “middle layers” — they were key to team performance, job satisfaction, and retention. The best managers didn’t just keep projects on track — they actively helped people grow, created healthy environments, and made smart decisions quickly.

Even better: the research boiled this down to 10 specific behaviors you can actually see, measure, and hire for.

The 10 Manager Behaviors Google Found (and How They Work in Startups)

Here’s each behavior, translated into founder-friendly terms — plus a quick idea for how to spot or encourage it.

1. Be a good coach

Instead of simply telling people what to do, great managers guide them toward finding the answer themselves. Here's a tip; In interviews, ask: “Tell me about a time you helped someone improve. How did you do it?”

2. Empower the team without micromanaging

Trust people to get things done their own way, but step in if they hit a wall. Founders should try giving new hires a small project to own completely and see how they handle it.

3. Create an environment where everyone feels safe speaking up

When people aren’t afraid to admit mistakes or share new ideas, problems get solved faster. To encourage this, you ask; “What do you need from me to feel safe sharing feedback?”

4. Focus on results, not busyness

The goal is hitting targets, not clocking the longest hours.

Here's how you achieve this; In team check-ins, lead with “What did we achieve this week?” instead of “What did you work on?”

5. Communicate clearly

Break down goals, decisions, and feedback in plain language so no one’s left guessing. Startup tip: Practice explaining your team’s goals as if you were telling a friend outside the company.

6. Support career development and performance discussions

Great managers help people grow, not just fill a seat. One way of doing this is by scheduling a short “career chats” every few months to check in on personal goals.

7. Have a clear vision and strategy for the team

If people know the “why” behind the work, they’ll make better choices without constant oversight. Here's how you get your team on the train; Write a simple one-page “team mission” together when a manager joins.

8. Possess relevant expertise

A manager doesn’t need to be the best at every task, but they should understand enough to make informed decisions. Look for someone who can ask the right questions, even if they’re not the one doing the hands-on work.

9. Collaborate across the company

Great managers connect the dots between teams so nothing gets stuck in a silo. Encourage managers to set up regular coffee chats with peers in other departments.

10. Make strong decisions

They gather input, decide, and move forward — even without perfect information. Ask candidates: “Tell me about a time you had to decide quickly without all the facts. How did it turn out?”

All ten behaviors sourced from Project Oxygen’s official research.

Why This Matters Even in Small Teams

You might think: “We’re only 10 people — do we really need managers?”

Yes, because:

1. Good managers free you to focus on fundraising, strategy, or product.
   
   
2. They spot and solve team problems before they blow up.
   
   
3. They keep people motivated and engaged, reducing costly turnover.
   

Google found that teams with strong managers performed better, were happier, and stayed longer. In a small startup, that’s the difference between scaling smoothly and hitting constant roadblocks.

The Three Manager Milestones in a Startup

1. First-time manager stage — Usually around 8–12 people. Your first manager takes work off your plate and builds team habits.
   
   
2. Managers of managers — Around 25–50 people. You need leaders who can develop other managers, not just individual contributors.
   
   
3. Cross-functional leaders — Past 50, you’ll need managers who can align entire departments without creating bureaucracy.

In each stage, the 10 behaviors remain your compass for defining “good management.”

Hiring Your First Managers with Oxygen in Mind

Create a scorecard - List the 10 behaviors and mark which are non-negotiable for the role.

Ask behavior-based questions - Example: “How have you helped someone take ownership of a project?” or “Tell me about a decision you made quickly without all the info.”

Run simulations - Give candidates a pretend scenario (like a team conflict) and see how they handle it in real time.

Check references with purpose - Ask past team members: “Did you feel supported to make decisions?” or “How did they handle mistakes?”

Common Pitfalls Founders should avoid When Hiring Managers

1. Super-performer turned weak coach: They’re great at their job but can’t teach others.
   
   
2. Micromanager: Won’t let go, slows the team down.
   
   
3. Overly cautious decision-maker: Misses opportunities while waiting for more info.
   
   
4. Expert but not inclusive: Shuts others out of the conversation.

Use the 10 behaviors as your early warning system.

Final Note

Google’s Project Oxygen didn’t just prove managers matter — it showed exactly what makes them great. As a founder, you can use this as your blueprint to:

Hire managers who multiply, not just manage; Onboard them with clear expectations; Build habits that keep teams aligned and motivated; Track progress with lightweight feedback loops.

Do this early, and you’ll build not just a product, but a team that can carry your startup farther than you could alone.

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