According to CNBC, Google’s chief learning officer Brian Glaser says search interest in “leadership” has hit an all-time high, with people increasingly seeking training and development resources. Glaser, who manages onboarding and leadership development for Google’s 150,000 global employees, identifies the biggest struggle for managers at all levels: delivering effective feedback that clarifies where people stand. He warns that managers often avoid constructive criticism in pursuit of being liked, but the real goal should be earning respect. Glaser’s team developed Google’s People Management Essentials course, a paid program available publicly that incorporates lessons from over a dozen Google leaders and draws inspiration from sports psychology.
The Likeability Trap
Here’s the thing about management: everyone wants to be the cool boss. But Glaser’s perspective hits hard – being nice might make you popular, but it won’t necessarily make you respected. And respect is what actually drives team performance. I’ve seen this play out so many times: managers who were promoted from within suddenly find themselves supervising former peers, and they freeze up when it comes to tough conversations. They’d rather be everyone’s friend than deliver the feedback that could actually help their team grow.
What Athletes Know That Managers Don’t
The sports psychology angle here is brilliant. Think about it: Tom Brady didn’t become the GOAT by having coaches who only told him what he did right. After every game – win or lose – there’s a debrief. What worked, what didn’t, where to improve. That constant feedback loop is exactly what’s missing in so many workplaces. We treat feedback like a quarterly event rather than an ongoing conversation. Glaser’s team is basically saying we should manage more like coaches coach – with real-time, honest assessments that drive improvement.
The Cost of Avoiding Hard Conversations
When managers avoid difficult feedback, what actually happens? Teams stagnate. They repeat the same mistakes. They miss growth opportunities because nobody’s telling them where they’re falling short. It’s like watching someone with spinach in their teeth all day and never mentioning it – eventually, everyone notices except the person who needs to know. The surge in leadership searches suggests people are hungry for better approaches, especially with remote work, AI changes, and economic uncertainty making clear communication more critical than ever.
Moving From Liked to Respected
So how do managers actually implement this? Glaser’s People Management Essentials course offers one path, but the core principle is simpler: make feedback normal, not special. Don’t save it for performance reviews. Don’t make it a big dramatic event. Normalize the practice of discussing what’s working and what isn’t in real time. It’s uncomfortable at first, sure. But the alternative – watching your team plateau while you maintain your popularity – is ultimately worse for everyone involved. The best leaders understand that respect, not likeability, is the currency that actually matters.
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