Best Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead By Laszlo Bock
Best Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead By Laszlo Bock
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Ebook About From the visionary head of Google's innovative People Operations comes a groundbreaking inquiry into the philosophy of work -- and a blueprint for attracting the most spectacular talent to your business and ensuring that they succeed. "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, former 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.Book Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead Review :
While Eric Schmidt's book "How Google Works" is better, Work Rules adds considerable depth on Google's People Operations practices. Here are my key takeaways:- Operate on the belief that people are fundamentally good- Use groups of peers or independent teams for: hiring, promotions, salary increases, awards, and firing (often excluding the direct manager)- Managers exist to: (a) make tie-breaking decisions (b) coach/train to develop employees (c) care about people's well-being (d) set vision/strategy (e) provide technical advice (f) empower by clearing roadblocks- Conduct 2x-per-year performance reviews on a 5-point scale and then calibrate (which are separate from continuous feedback); get 360 feedback on ‘do more of’ and ‘do differently’ 1x per year- Make all goals (objectives and key results) public- Design physical spaces to encourage interaction across departments- Help employees meet the people they are helping- Ensure transparency (in all matters unless unlawful)- Only hire people who are better than you, who will be successful in the context of your organization, and who will make everyone around them more successful- Referrals from existing employees are the best source of candidates- Couple assessments of cognitive/problem-solving/learning ability, conscientiousness, and emergent leadership/fit with structured interviews that are job related: (a) Tell me about a time..? (b) What would you do if…? Note: 4 interviews are sufficient- Eliminate status symbols- Pay bonuses based on the median salary of all people in a job- Have people who are the best at something train everyone else (share principles, role-play, discuss, review video of role-play)- Make pay commensurate with contribution (following a power law rather than a normal distribution)- Provide experiential rewards (as a complement to monetary awards)- Celebrate accomplishment with public recognition- Reward smart failure and make sure to conduct “what did we learn?” post-mortem sessions- Provide nudges to influence, not dictate, choice- Uphold the obligation to dissent (a McKinsey core value)- Treasure the weird- Put more wood behind fewer arrows- Building a great culture requires constant experimentation and renewalVarious programs and processes:- TGIF: weekly all company meeting to share updates plus 30 minutes of Q&A- Dogfooding: Have employees test new products and provide feedback before piloting with customer- Bureaucracy Busters: annual program to identify and fix biggest frustrations- Upward Feedback Survey: 2x per year survey about manager quality- 20 Percent time: time for people to engage in side-projects (often 120% time)- Googlegeist: Annual survey focused heavily on innovation, execution, and retention- Tech Advisor: network of experienced leaders offering confidential, one-on-one office hours- Random Lunches: set people up with others they don’t yet know- Tech Talks: Employees sharing work (and non-work) expertise- Talks at Google: Outsider (ex: authors, business leaders, entertainers, etc.) sharing their wisdom This book does have a lot of good, useful, and interesting information. Compared to another book I've read that also came out of Google (How Google Tests Software) I think this one is much better in terms of the content being actionable and thoughtful and, to my knowledge, reflecting how things actually work at Google. One thing that was frustrating about the software testing book is that it was very unreflective -- it simply told you what Google did, without discussing the pros and cons of various approaches. Work Rules! is much more thoughtful in terms of providing evidence that the techniques it discusses work. It even discusses some failed projects by HR -- er, I mean People Ops -- at Google, and why they failed.So, why not five stars? A few reasons. One is that there is a lot of space devoted to self-promotion of Google, which while not unexpected in a book written by Google's head of People Ops, doesn't add much to the reader's experience. Another is that a good chunk of the content is likely to already be very familiar to readers -- Bock spends a lot of time explaining what a normal distribution is, for example, or describing the Employee Resource Groups (i.e., various affiliation groups like the veteran's group or the parents' group) that are extremely common at companies of Google's size. The third problem is that "it's the economy, stupid" -- some of the content around hiring and compensation is likely specific to Google's particular situation, its success, the labor market and so forth when at the time covered by the book, and is probably not universally valid. The final problem is that while a lot of the "tactical" level advice is highly evidence-based, several of the high-level ideas, such as "it is better to hire the very best people than to hire merely okay people and train them" or "it makes sense to pay your best engineers an order of magnitude more than other engineers at the same level" or even "whiteboard coding interviews are a good way of assessing candidates" have very, very little evidence provided to support them. In many cases the evidence for these claims is based on a combination of cherry-picked anecdotes, one or two studies done decades ago and not on engineers, and a reasonable-sounding argument that makes sense until you realize that you could make an equally reasonable-sounding argument in the opposite direction. I would love to see a book that really picks apart and tests some of these assumptions.That said, it's a fun read with a decent amount of useful advice, which makes it a very solid four stars. 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