The key is creating change to start thinking yourself as a founder and act like one. Although Google’s founders (Larry Page and Sergey Brin) strongly influenced Google’s culture, the biggest impact they made was to nurture other “founders” in Google, but giving Googlers the freedom to shape the company. However, you don’t need to start a company to be a founder. In any organization, the founders play a big role in molding the culture. Hence, leaders can trust people to do their best, and can treat them as owners rather than machines or units to be managed. One of the underlying factors beyond Google’s “high-freedom” workplace is the belief that people are fundamentally good. In our Work Rules summary, we’ve organized these insights into 4 key categories: He breaks down what it really means (in terms of strategies and processes) to empower people, hire the best and engage in continuous improvement. In particular, he explains how Google has built such a dynamic culture, attracts top global talents and achieves outstanding performance.
This book captures his interpretation of the work rules and philosophies behind Google’s tremendous success. Laszlo Bock joined Google as the head of People Operations and saw the company grow from 6,000 staff in 2006 to 60,000 staff in 2016. Do check out more details and illustrations in our book summary bundle in pdf/mp3 infographic, text and audio formats! In this Work Rules summary, you’ll learn some of these key ideas. Learn all about Google's approach as Lazlo describes his new book, Work Rules, a collection of insights from Google's evidence-based, data-driven human relations juggernaut.What’s behind Google’s phenomenal success and why do they do what they do? In “Work Rules!”, Laszlo Bock shares his insider perspective on what makes Google tick and how you and your company can duplicate some of these winning ideas. The result has been a workplace where people are happier, more productive, and better able to pursue that which fulfills their ambitions. In addition, Google has advanced our knowledge of such phenomena by conducting its own internal experiments and collecting mountains of data. In this episode we interview Lazlo Bock, head of People Operations at Google, who helped his company make work suck less, way less, by introducing new policies and procedures based on knowledge gained by psychology and neuroscience concerning biases, fallacies, and other weird human behavior quirks. Work often sucks, but it doesn't have to.
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