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Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead

Get login help and other answers about the eLearning platform. Browse the complete list of books approved for recertification credit. Javascript is disabled on your browser. To view this site, you must enable JavaScript or upgrade to a JavaScript-capable browser. Work Rules! We got all these stories about people treating their employees better.


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But we should be doing the right thing in everything we do, and this is a way to share some of that. Massey: Can you tell us some of the main principles that you espouse in the book? When we feel free, we do our best work. Bock: There are a few. Amy Wrzesniewski, professor at Yale University, also a friend, [does] similar work.

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She looked at people who were housekeepers, who were janitors in a hospital, and she found a third of folks, even in that kind of job, found meaning in their work and ways to make it matter. So, number one is that. The second is taking power away from managers. Managers have all these incentives to control and manage, but as employees, we want to be free. I write a lot about how to take power away from managers.

The third big thing is applying some data, some science to make sure that the decisions we make when it comes to people are right. Because our intuition is wrong most of the time. If you think about not just what you see, what you hear, you feel your clothing on you.

Lesson #2: Don’t take away choice, but do reduce friction for desired options

All the time. Your brain filters this out and can only process about 40 of those 11 million bits. So, we make bad decisions without realizing it. The rest of the book is about how you [can] apply science to make better decisions. Massey: A lot of people would say this is something that can happen in Silicon Valley or especially at Google. They have all these resources. Is it really applicable outside of your special setting? Bock: So far it really seems to be. Like a lot of good ideas, a lot of companies developed this stuff independently and have just been doing it. They treat people well.

They open their books to people. They give people incredible freedom. Can you please help me? But they have a largely female workforce.

How Google Thinks About Hiring, Management and Culture

They teach them entrepreneurship because they want them to go and do other things afterwards. They give them money to buy wells and build wells in their home villages so people have clean water and so they are viewed as heroes. They do all these things, and they are more profitable. They are viewed as a great company. They have higher employee retention and higher quality work product as a result. All these things around what you do for people, lots of companies of different sizes have done it and what they generally find is you actually end up with better economics rather than worse. It actually cuts against all your incentives as a manager, as a leader.

As a manager, your whole mindset shifts. I gotta micromanage. I gotta watch things. Then people perform way, way better. Massey: Institutionally you solved that as an organization by robbing your managers of power. This is one of the most surprising aspects of the book. We always need this story of transparency and illustrations of it.


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  • Work Rules! : Insights from Inside Google That Will Transform How You Live and Lead - gyqacyxaja.cf.
  • But you seem to take the empowerment thing a step further by explicitly, philosophically robbing managers of power. You mention the term committee. Is that really an improvement? Bock: Yeah, so we make a lot of decisions by committee; hiring for example. Everyone writes up feedback. Feedback goes to a hiring committee.

    None of the people you met will be on that committee. That committee makes a recommendation, which goes to a more senior one and eventually to Larry Page, our CEO. Their job is to keep the quality bar incredibly high. Those are all bad incentives. The other thing is once you remove the individual, you get less biased decisions.

    I interviewed this person, I liked them. I like to sail. They like to sail. Or I went to the same school, we must be similar…. What we find is we actually do better in terms of hiring in diversity because you remove all this bias that is introduced in the interview process. Massey: Transparency is a major theme in the book. Google had an advantage. They started having employee all-hands [meetings], called TGIFs, once the company had 50 people, [according] to Sergey. Every quarter, Eric Schmidt, our chairman, comes and does an all-hands for all our employees after the board meeting.

    Work Rules!

    He tells you exactly what happened at the board meeting. He shares all the materials. For example, it might be as simple as the minutes from the meeting of the management team.