Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead
Format: PDF / Kindle (mobi) / ePub
"We spend more time working than doing anything else in life. It's not right that the experience of work should be so demotivating and dehumanizing." So says Laszlo Bock, head of People Operations at the company that transformed how the world interacts with knowledge.
This insight is the heart of WORK RULES!, a compelling and surprisingly playful manifesto that offers lessons including:
- Take away managers' power over employees
- Learn from your best employees-and your worst
- Hire only people who are smarter than you are, no matter how long it takes to find them
- Pay unfairly (it's more fair!)
- Don't trust your gut: Use data to predict and shape the future
- Default to open-be transparent and welcome feedback
- If you're comfortable with the amount of freedom you've given your employees, you haven't gone far enough.
Drawing on the latest research in behavioral economics and a profound grasp of human psychology, WORK RULES! also provides teaching examples from a range of industries-including lauded companies that happen to be hideous places to work and little-known companies that achieve spectacular results by valuing and listening to their employees. Bock takes us inside one of history's most explosively successful businesses to reveal why Google is consistently rated one of the best places to work in the world, distilling 15 years of intensive worker R&D into principles that are easy to put into action, whether you're a team of one or a team of thousands.
WORK RULES! shows how to strike a balance between creativity and structure, leading to success you can measure in quality of life as well as market share. Read it to build a better company from within rather than from above; read it to reawaken your joy in what you do.
in Depth,” Google, http://www.google.com/about/company/history/. 24. Those investments would eventually be worth in excess of $1 billion. Each. Bechtolsheim’s and Cheriton’s investments weren’t the original source of support for what would eventually become Google. The National Science Foundation (NSF) was an even earlier underwriter, albeit less directly, through its Digital Libraries Initiative (DLI). Professors Hector Garcia-Molina and Terry Winograd received a DLI grant on September 1, 1994,
people are changing how Google’s products work all the time, and all at the same time. Small duplications and inefficiencies can add up quickly and make products slow, overly complex, and buggy. “Code health” refers to maintaining the overall sustainability and scalability of code to minimize this problem. (“Scalability” is tech industry jargon—it’s what we mean when we talk about being able to take a small solution and make it work for the entire world. “Scale” means something works equally
used to write this book? Hard to say. Over time, many technical people started viewing Founders’ Awards as just a bit out of reach, reserved mainly for a handful of core product teams. Within those product areas that won Founders’ Awards more frequently, there was always a contentious debate about where to draw the line between those who would be recognized and those who wouldn’t. Imagine a multiyear project to launch a new product like Chrome, designed to be the most secure and fastest Internet
ask any question, ranging from “Why is my chair so uncomfortable?” to “Are we sufficiently sensitive to user concerns about privacy?” Events like the gTalent shows, where you suddenly realize a saleswoman is also a champion equestrian acrobat (that’s doing gymnastics on the back of a moving horse!) and an engineer is a nationally ranked ballroom dancer, or Random Lunches, where people are set up with Googlers they’ve never met to get to know each other over lunch, are easy to coordinate and make
(BGN) hosts an annual outreach trip. In 2014, thirty-five members from seven offices met in Chicago for three days of outreach to minority-owned small businesses, career development, and community partnership. They were able to reach thirty minority business owners by hosting “small business blitz” office hours, where business owners could pick Googlers’ brains at six different stations, covering topics ranging from social marketing to building a website. BGN also hosted more than forty