- Hardcover: 416 pages
- Publisher: Twelve; F First Edition edition (April 7 2015)
- Language: English
- ISBN-10: 1455554790
- ISBN-13: 978-1455554799
- Product Dimensions: 16.2 x 3.5 x 23.5 cm
- Shipping Weight: 635 g
- Average Customer Review: 11 customer reviews
- Amazon Bestsellers Rank: #3,565 in Books (See Top 100 in Books)
Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead Hardcover – Apr 7 2015
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"Behold the Dreamers" is an unforgettable debut novel about a family's struggle to make a new life in America from author Imbolo Mbue. Learn more
"The book is a true masterpiece."―Forbes.com^"An intriguing profile of an innovative company that continues to shake up the world."―Kirkus Reviews^"Good guidance from the head of Google's innovative People Operations, who wants to show companies how to attract and keep the best managers...Love the read-it-two-ways title."―Library Journal^"Anecdotes about Google's founding and history mingle with discussions of management theory, psychology, and behavioral economics to create a fascinating and accessible read."―Publishers Weekly^"WORK RULES! delivers on its promise. Befitting a volume written deep within the algorithm factory, WORK RULES! is dense with data and counterintuitive conclusions for anyone looking to make the workplace a better place."―Forbes^From the visionary head of Google's innovative People Operations--a groundbreaking inquiry into the philosophy of work and a blueprint for attracting the most spectacular talent to your business and ensuring the best and brightest succeed. The praise for WORK RULES! includes the following bestselling authors and top flight executives:
"WORK RULES! offers a bold, inspiring, and actionable vision that will transform the future of work. It should be mandatory reading for everyone who leads, manages, or has a job."
"Laszlo Bock's book is a dazzling revelation: at once an all-access backstage pass to one of the smartest organizations on the planet, and also an immensely useful blueprint for creating a culture of creativity. It should be given to every leader, every entrepreneur, every manager, every student, and every human being who wants to understand how to build a successful, cohesive, high-performing workplace."^Dan Pink, author of Drive and To Sell Is Human
"Laszlo Bock has written a remarkable book that reveals the secrets of becoming a talent powerhouse. He shows the many benefits of a high freedom culture with a mission that matters. And along the way, he topples pillar after pillar of conventional wisdom on hiring, training, assessing, and compensating the people who power your organization. If you're looking for forehead-smacking insights along with an array of savvy new practices, WORK RULES! is an essential read."^Susan Cain, co-founder of Quiet Revolution and author of Quiet
"WORK RULES! is spectacular. I spent weeks with it, because I wanted to take such careful, detailed notes. I plan to share it with our entire Quiet Revolution team-and I'm sure that all company founders will do the same."^Ram Charan, coauthor of Execution and advisor to boards and CEOs
"WORK RULES! is an exceptional book aimed at any manager who wants great ideas for encouraging success from their team . . . an instant classic for the management shelf."^Indra K. Nooyi, chairman and CEO, PepsiCo
"With a clear-eyed, data-driven look into today's workplace, Bock reveals the non-traditional practices that can fundamentally transform businesses of all kinds."^Tom Gardner, founder and CEO, Motley Fool
"The finest book on organizational culture that I have ever read. WORK RULES! is the essential playbook for creating high-performance cultures that liberate people to do their most important work."^John Doerr, managing director, Kleiner Perkins Caufield & Byers
"WORK RULES! is more than a must-read business book. It's a handbook for high-performance teams that win."^Jeffrey Pfeffer, author of Leadership B.S.
"Some will think that WORK RULES! is a book about Google. It is, but mostly it is much more: a book about how to build people operating systems that permit any organization to get the smartest decisions from their workforce. Clearly written, evidence-based, with practical guidance and a cogent underlying philosophy, WORK RULES! needs to rule the world of work."^Peter H. Diamandis, chairman, XPRIZE; exec. chairman, Singularity
"WORK RULES! is a surprising, unconventional book that is required reading for anyone looking for a job in the tech sector, and for every entrepreneur seeking new modes of innovative thinking."^Robert I. Sutton and Hayagreeva Rao, co-authors of Scaling up Excellence
"A riveting ringside view of people operations at Google. A deft marriage of research and practice that is full of practical tips. It is an indispensable book for all people managers."^Tim Brown, CEO of IDEO and author of Change By Design
"As a company renowned for questioning our assumptions, it should be no surprise that Google has developed unique and profoundly effective approaches to culture, talent and leadership. By debunking many accepted HR practices WORK RULES! establishes itself as a new testament for managing talent in modern times."^Liz Wiseman, author of Multipliers and Rookie Smarts
"Laszlo Bock has done far more than codify Google's recipe for its high-freedom, high-performance workplace, he has created the essential guide for unleashing talent in the digital age. Intelligent, playful, and practical, WORK RULES! is for all leaders who want to inspire brilliance and bring out the best of humanity in their workforce."
About the Author
Laszlo Bock leads Google's people function, responsible for attracting, developing, retaining, and delighting "Googlers." Bock's earlier experience spans executive roles at the General Electric Company, management consulting at McKinsey & Company, start-ups, non-profits, and acting.
During Bock's tenure, Google has been named the Best Company to Work For more than 30 times around the world and received over 100 awards as an employer of choice. In 2010, he was named "Human Resources Executive of the Year" by Human Resources Executive magazine.
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This unique policy essentially frees up the managers that Google wants to develop from making certain decisions unilaterally that undermine their ability to help build a culture within which personal growth and professional development are most likely to thrive. As Google's executive chairman, Eric Schmidt explains, without being concerned about when, how, and why to use the traditional sticks and carrots, managers can focus on serving the "team." This default leadership style nourishes relationships between and among everyone involved.
These are among the dozens of passages of greatest interest and value to me, also listed to suggest the scope of Bock's coverage:
o Sergey Brin and Larry Page (Pages 18-23 and 67-71)
o Google culture (29-53)
o Transparency (41-51)
o Values (46-48, 284-285, and 318-325)
o "Culture eats strategy for lunch" (51-52)
o Testing cognitive ability (91-93)
o Zero-compromise of hiring talent (104-113)
o Decisions based on data (127-135)
o Freedom in shaping work and company (135-146)
o Performance management (150-177 and 325-327)
o People programs (160-182)
o Interview questions (167-169)
o Two tails (178-203)
o Project Oxygen (189-196)
o Upward Feedback Survey (197-200)
o Learning Institutions (204-224)
o Accomplishments versus compensation (242-250)
o Employee Resource Groups (265-268)
o Sense of community (263-269)
o Relentless improvement (359-360)
As I began to read this book, I was again reminded of material provided by Tom Davenport in one of his most recent books, Judgment Calls. He and co-author Brooke Manville offer 'an antidote for the Great Man theory of decision making and organizational performance': [begin italics] organizational judgment [end italics]. That is, 'the collective capacity to make good calls and wise moves when the need for them exceeds the scope of any single leader's direct control." Bock explains how and why decisions concerning use of the aforementioned "sticks and carrots" can become abusive...and often does. "The irony is that the best way to arrive at the beating heart of great management is to strip away all [such] tools on which most managers rely." My own experience suggests that people who can be motivated only by sticks and carrots -- or manage others only if having them available -- probably should not have been hired in the first place.
Long ago, 3M's then chairman and CEO, William L. McKnight observed, "If you put fences around people, you get sheep. Give people the room they need." At Southwest Airlines, there is a Culture Committee whose membership consists of C-level executives and baggage handlers, mechanics and flight attendants, accountants and gatekeepers. As former CEO Herb Kelleher explains, "Before people knew how to make fire, there was a fire watcher. Cave dwellers may have found a tree hit by lightning and brought fire back to the cave. Somebody had to make sure it kept going because if it went out, everyone would be in great danger so the fire watcher was the most important person in the tribe. I said to our culture committee, `You are our fire watchers, who make sure the fire does not go out. I think you are the most important committee at Southwest Airlines.'"
I mention McKnight and Kelleher because they are among the great business leaders upon whose shoulders Google's leaders now stand. Bock acknowledges, "We don't have all the answers, but we have made some fascinating discoveries about how best to find, grow, and keep people in an environment of freedom, creativity, and play." That is the environment within which personal growth and professional development are most likely to thrive. Moreover, it is also the environment with which others -- customers and client companies -- also want to be associated. He asserts -- and I wholly agree -- that Google's rules will work for almost any organization, whatever its size and nature may be.
The abundance of information, insights, and counsel that Laszlo Bock provides can help those who read it to achieve for themselves as well as their organizations a high-freedom workplace environment. Why accept less?
The biggest issues I see addressed here for most business are:
1. Hiring scared
2. Perks just to take care of people
First off most organizations hire scared. They have some pressing need today and a warm body walks in with a few of the right phrases on their resume. Instant ‘match made in heaven’…or not. Like Work Rules advocates, wait wait wait. Don’t just hire when someone comes in, hire someone better than yourself.
Work Rules also advocates that you take the hiring decision out of the hands of the managers of the team. It seems odd, but who is more affected by the business than the manager. They just need something done and hire bad.
Much of this hiring process is mimicked in Entreleadership, or at least the 2 processes yield excellent insight to getting the right people on the bus.
Secondly, perks. Most people think of the slides and free food that Google is famous for but what about hair cuts. I didn’t say free hair cuts but just getting someone on site every few months to cut the hair of staff. Staff still pay for it, they just don’t have to take 90 minutes off to get their hair cut. Walk to a chair, get hair cut, resume work in 25 minutes.
Of course if you have a few people you can likely negotiate a deal for cuts so that’s double awesome for your team who gets a better price and doesn’t have to take work off. Even better, let them just use the 25 minutes on ‘work time’.
There are many other examples of low/no cost ways to make your employees feel awesome about working at your business.
Those are just the 2 simplest things I saw in the book, but there are many other awesome tidbits to read so go get the book.
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Thanks for sharing Lazlo.
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