Brian Glaser still remembers what it felt like to become a manager for the first time.
About 20 years ago, he says he was promoted “overnight” into a leadership role at JetBlue, transitioning abruptly from an individual contributor to someone responsible for guiding others. At the time, he had a lot to learn.
Today, Glaser is the Chief Learning Officer at Google, overseeing onboarding and training for roughly 150,000 employees worldwide. Looking back, one lesson stands out as foundational to his growth as a leader: learning to trust others to do the work.
As an individual contributor, Glaser found fulfillment in personally delivering results—owning projects, meeting deadlines, and knowing his direct efforts moved the needle. Management required a fundamental shift in mindset.
“It’s not about doing the work and getting credit for it,” he explains. “It’s about getting work done effectively through others.”
That shift meant learning how different people work, what motivates them, and how to bring out their best. Glaser once heard leadership framed this way: individual contributors try to make lightning strike; managers create the conditions for lightning to strike.
Three Principles of Effective Leadership
Over the years, Glaser has refined his leadership approach, learning as much from his mistakes as his successes. One recurring challenge, he says, was focusing too heavily on long-term vision without clearly defining the steps needed to get there.
Without concrete milestones and direction, teams can burn out.
To avoid that, Glaser emphasizes three core leadership principles:
1. Set a direction, not a fixed destination
Long, rigid strategies built years in advance no longer work in a fast-changing environment. Instead, Glaser advises leaders to set a clear direction and empower teams to adapt and pivot as circumstances change—even if they end up somewhere slightly different from what was originally planned.
2. Be willing to be wrong
Innovation requires humility. Leaders must move from being “know-it-alls” to “learn-it-alls,” Glaser says. That means asking better questions, seeking multiple perspectives, and openly admitting when you don’t have the answer. Being willing to course-correct is essential when things don’t go as planned.
3. Pay attention to the human side of change
With technologies like AI reshaping work faster than ever, strong leadership demands empathy. Glaser encourages leaders to consider how change affects people socially, emotionally, and cognitively. Supporting teams through uncertainty means meeting them where they are and navigating challenges together.
Advice for First-Time Managers
For new managers, Glaser’s advice is simple but powerful: invest in relationships.
Understanding the experiences, interests, and aspirations of your team builds trust—and trust is the foundation of high performance. When people feel known and supported, they are better equipped to handle challenges and deliver strong results.
“If nothing else,” Glaser says, “really invest time in getting to know your people. Build those relationships, and everything else will follow.”