{"id":2883,"date":"2016-12-14T11:05:18","date_gmt":"2016-12-14T19:05:18","guid":{"rendered":"https:\/\/markccrowley.com\/?p=2883"},"modified":"2016-12-14T11:06:17","modified_gmt":"2016-12-14T19:06:17","slug":"five-magnificent-ways-you-can-lead-like-google-without-spending-a-dime-on-perks","status":"publish","type":"post","link":"https:\/\/staging-wmplo.xyz\/mark-c-divi5\/five-magnificent-ways-you-can-lead-like-google-without-spending-a-dime-on-perks\/","title":{"rendered":"Five Magnificent Ways You Can Lead Like Google Without Spending A Dime On Perks"},"content":{"rendered":"<p><a href=\"https:\/\/staging-wmplo.xyz\/mark-c-divi5\/wp-content\/uploads\/2015\/05\/Unknown-2.jpeg\"><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-2879 size-full\" src=\"https:\/\/staging-wmplo.xyz\/mark-c-divi5\/wp-content\/uploads\/2015\/05\/Unknown-2.jpeg\" alt=\"Unknown-2\" width=\"183\" height=\"275\" \/><\/a>As research for an article I later wrote for\u00a0<a href=\"http:\/\/www.fastcompany.com\/3007268\/where-are-they-now\/not-happy-accident-how-google-deliberately-designs-workplace-satisfaction\"><em>Fast Company Magazine<\/em><\/a>, I traveled to Google\u2019s Mountain View, California campus, and spent the day meeting with several of their talent management executives.<\/p>\n<p>Within just my first hour at Google, I saw firsthand all the reasons why so many people in business consider the tech giant to be an incomparable outlier \u2013 an organization whose leadership practices bear little relevance to the real world, and to most other organizations:<\/p>\n<ul>\n<li><strong><span style=\"color: #333333;\">Staged in the parking lot was a row of luxurious Wi-Fi-outfitted shuttles that transport hundreds of \u201cGooglers\u201d to and from work every day at no cost.<\/span><\/strong><\/li>\n<\/ul>\n<ul>\n<li><strong><span style=\"color: #333333;\">At eleven o\u2019clock in the morning, I saw two young employees unabashedly playing a \u201cDance, Dance Revolution\u201d arcade game \u2013 while others were gearing up to play eight-ball on a nearby billiards table.<\/span><\/strong><\/li>\n<\/ul>\n<ul>\n<li><span style=\"color: #333333;\"><strong>I saw the bowling alleys, the laundry-room, the endless snacks, the gym \u2013 and I enjoyed one of the 75,000 gourmet meals Google provides its workers free of charge every month.<\/strong><\/span><\/li>\n<\/ul>\n<p><a href=\"https:\/\/staging-wmplo.xyz\/mark-c-divi5\/wp-content\/uploads\/2015\/05\/IMG_0196.webp\"><img loading=\"lazy\" decoding=\"async\" class=\"alignleft wp-image-2917\" src=\"https:\/\/staging-wmplo.xyz\/mark-c-divi5\/wp-content\/uploads\/2015\/05\/IMG_0196-400x250.webp\" alt=\"IMG_0196\" width=\"229\" height=\"172\" \/><\/a>To the uninitiated, it\u2019s no wonder that Google has been named <em>Fortune<\/em> Magazine\u2019s \u201cBest Company To Work For\u201d an unprecedented five times. Who wouldn\u2019t want to work at a place like this?<\/p>\n<p>But Google\u2019s methods for inspiring its 50,000 workers to commit themselves to doing amazing work far transcend the generous perks. And this is exactly the point that Google\u2019s head of People Operations, Laszlo Bock, makes in his new book, <strong>\u201c<em>Work Rules! Why Google\u2019s Rules Will Work For You<\/em>.\u201d<\/strong><\/p>\n<p>After reading Bock\u2019s book \u2013 twice \u2013 I\u2019m convinced that his (and Google\u2019s) understanding of what drives human beings to consistently excel in their jobs is nothing short of brilliant.<!--more--><\/p>\n<p><a href=\"https:\/\/staging-wmplo.xyz\/mark-c-divi5\/wp-content\/uploads\/2015\/05\/BFHZzTHCAAAiQwL-e1432936493815.jpg\"><img loading=\"lazy\" decoding=\"async\" class=\"alignleft wp-image-2886\" src=\"https:\/\/staging-wmplo.xyz\/mark-c-divi5\/wp-content\/uploads\/2015\/05\/BFHZzTHCAAAiQwL-300x225.jpg\" alt=\"BFHZzTHCAAAiQwL\" width=\"229\" height=\"172\" \/><\/a>I\u2019m also quite certain that many business leaders aren\u2019t yet ready to embrace this thinking, simply because it inherently contradicts longstanding management theory and practices.<\/p>\n<p>But if you are courageous, open to new ways \u2013 and have the ambition of creating and sustaining a truly high-performance team \u2013 I\u2019ll save you the time of reading Bock\u2019s book by sharing five remarkable ideas you can use to make it happen.<\/p>\n<p>Importantly, all five of these are adoptable within any team, company or industry; you just need the will. And based on the fact that Google\u2019s stock appreciated nearly 1300% in its first ten years as a publicly traded company, you have clear incentive to implement them all:<\/p>\n<h4><span style=\"text-decoration: underline;\"><strong><br \/>\nMake Your Hiring Process Intentionally And Overtly Rigorous:<\/strong><\/span><\/h4>\n<p>Google believes the single greatest mistake they can make is a bad hire, and has painstakingly created a process that prevents the wrong people from being chosen.<\/p>\n<p>More importantly, they believe that by selecting people who have both high talent <em>and<\/em> high passion for a particular job, each person they hire will have a very strong chance of <em>quickly <\/em>becoming high-achieving.<\/p>\n<p>To that end, Google will never make an offer to an otherwise qualified candidate if they cannot demonstrate a true cultural fit. And when I say, \u201cnever,\u201d I mean that they will intentionally keep a job open indefinitely rather than ever settle. And just to reinforce the great importance Google places on employee selection, CEO, Larry Page, has the final say on <em>every <\/em>single candidate \u2013 and there\u2019s no rubber stamp.<\/p>\n<p>It\u2019s traditional in business to have a hiring manager interview all the applicants whose resum\u00e9 matches well to a job description \u2013 and to then choose the \u201cbest\u201d person on their own.<\/p>\n<p>But Bock asserts, all hiring decisions must be made by groups. Research shows that people tend to like people like themselves \u2013 and are therefore inclined to hire people just like themselves. Because of this and other unconscious biases, one-on-one interviews are a complete waste of time.<\/p>\n<p>The single best indicator of whether someone will excel in a job, Bock tells us, is a work sample. If someone\u2019s job will be to write code all day, then have them show you code they\u2019ve already produced. During interviews, Google applicants are often asked to create something right on the spot \u2013 and the standards are extremely high.<\/p>\n<p>Google also has discovered that four interviews are enough to predict whether someone should be hired (with 86% confidence), and purposely involves employees who will either work with, or <em>for,<\/em> the person being considered in the selection process. \u201cYou make your better hiring decisions by relying on a crowd of people,\u201d says Bock, \u201cand every person in the interview is given an equal vote on who ultimately gets chosen.\u201d<\/p>\n<p>Perhaps the greatest piece of understanding Bock has to offer is that the top performers are very rare. The cost of building a truly great team, therefore, is that you must interview many people for every open position.<\/p>\n<h4><span style=\"text-decoration: underline;\"><strong><br \/>\nGive Employees Perks \u2013 The Ones That Won\u2019t Cost You:<\/strong><\/span><\/h4>\n<p>Bock says that Google believes \u201cit is easy to be penny wise and pound foolish with respect to benefits that can save employees considerable time and improve their health and productivity.\u201d<\/p>\n<p>Very clearly, the company knows for a fact that the very extensive offerings of perks they provide all have a direct and positive impact on employee satisfaction \u2013 and on the bottom-line.<\/p>\n<p>But while things like food, shuttles and discounted day-care most definitely carry a direct expense to the company, it may surprise you to learn that most of the perks Google makes available actually cost them nothing.<\/p>\n<p>By reaching out to very willing (and vetted) vendors, Google now has ATMs on all its campuses. Without ever leaving work, employees can get their bike repaired, their car washed, their oil changed and their dry-cleaning done. The local library brings a bookmobile on a scheduled basis, as do grocers who deliver organic produce and meats. Even salon treatments like haircuts and manicures can be done while people are still on the job \u2013 and Google pays nothing to provide them.<\/p>\n<p>Like any company, Google could just as well not bother providing any of these conveniences \u2013 who of us hasn\u2019t planned a weekend around grocery shopping, haircuts and car repairs?<\/p>\n<p>But Google\u2019s deep intelligence is lodged in both their minds and their hearts.<\/p>\n<p>They know their people work very hard and purposely seek to minimize the seemingly trivial pressures of life that have a way of eating up a lot of their time. And who of us wouldn\u2019t feel valued, cared for \u2013 even nurtured \u2013 by an organization that schedules a \u201cTake Your Parents To Work Day?\u201d Google employees most surely feel the intentional thoughtfulness that goes into experiences like this \u2013 and Google execs surely know that making people feel that they matter has a profound influence on loyalty and commitment.<\/p>\n<h4><span style=\"text-decoration: underline;\"><strong><br \/>\nProvide More Experiential Awards:<\/strong><\/span><\/h4>\n<p>Ask most people what they would like as an award for doing exceptional work and they will tell you \u201ccash.\u201d No doubt surveys in your own company have you convinced that money is always the best incentive.<\/p>\n<p>But Bock says that cash awards get evaluated on a cognitive level (e.g. \u201cWhat can I buy?\u201d or \u201cWhat percentage of my salary does the bonus represent?\u201d) whereas experiences (e.g. trips to Hawaii or Disneyland) trigger a deep emotional response in people.<\/p>\n<p>Because Google analyzes every decision they make, they\u2019ve learned that experiential awards make people happier. They\u2019re perceived to be 28% more fun, 28% more memorable \u2013 and 15% more thoughtful.<\/p>\n<p>\u201cThe joy of money is fleeting,\u201d says Bock, \u201cbut memories last forever.\u201d<\/p>\n<h4><span style=\"text-decoration: underline;\"><strong><br \/>\nManage With Transparency:<\/strong><\/span><\/h4>\n<p>The idea that people should not be trusted with important and \u201csensitive\u201d information leads many managers in business to keep their knowledge close to the vest \u2013 and to share it only on a \u201cneed to know\u201d basis.<\/p>\n<p>But since Google\u2019s founding, it has fully subverted this thinking by \u201cassuming that <em>all <\/em>information can be shared.\u201d As illustration, Google Chairman, Eric Schmidt, takes employees through the same presentations he delivers to the company\u2019s Board of Directors.<\/p>\n<p>According to Bock, this kind of openness ensures every employee knows what\u2019s going on. And it also clearly demonstrates to people that they\u2019re seen as being both trustworthy and having good judgment. But, once again, Google does nothing without the conviction that it will be good for results: \u201cOne of the serendipitous benefits of transparency,\u201d Bock writes, \u201cis that simply by sharing data, performance improves.\u201d<\/p>\n<p>If you\u2019re still queasy about trusting your people this much, Bock says that it\u2019s only about one time per year \u2013 company-wide \u2013 that an employee makes a major leak. And regardless of the circumstances, they are fired.<\/p>\n<p>But despite this risk, Google prefers to put its faith in the far majority of employees who honor it, and put their intimate company knowledge to great use.<\/p>\n<h4><span style=\"text-decoration: underline;\"><strong><br \/>\nGive Your Employees A Voice \u2013 A Real Say In How Things Get Run:<\/strong><\/span><\/h4>\n<p>It\u2019s simply easier for organizations to make decisions at the top, and to disseminate them down through the ranks of their workers. But, once again, Google has thrown the old-school rules out the door.<\/p>\n<p>Googlers are routinely asked to contribute their thinking \u2013 in myriad ways \u2013 to ensure that they\u2019re not merely aware of the direction of the company \u2013 but are directly vested in it. They leverage the work of Ethan Burris, professor at the University of Texas, Austin, who found that getting employees to voice ideas has long been a key driver of high-quality decisions and effectiveness.<\/p>\n<p>Bock makes clear that giving workers a voice can be time-consuming inasmuch as they must solicit feedback, consider it and report back on the outcomes. But few things drive employees to act like company owners than knowing their thoughts and feelings can shape its future success.\u00a0<strong>\u00a0<\/strong><\/p>\n<h4><span style=\"text-decoration: underline;\"><strong><br \/>\nConclusion:<\/strong><\/span><\/h4>\n<p>In his book, Laszlo Bock tells us that \u201cover the coming decades, the most gifted and hardest working people on the planet will gravitate to places where they can do meaningful work and help shape the destiny of organizations.<\/p>\n<p>Perhaps wanting to extend the huge competitive advantage his company holds on attracting great talent, Bock suggests this date is way out in the future. The truth is that day is already here.<\/p>\n<p><strong>Please know in advance that we\u00a0greatly\u00a0appreciate\u00a0when you share these articles with friends and colleagues via Twitter, Facebook and e-mail.<\/strong><\/p>\n<p><strong><a href=\"https:\/\/staging-wmplo.xyz\/mark-c-divi5\/wp-content\/uploads\/2015\/05\/IMG_0199.webp\"><img loading=\"lazy\" decoding=\"async\" class=\"alignleft wp-image-2914\" src=\"https:\/\/staging-wmplo.xyz\/mark-c-divi5\/wp-content\/uploads\/2015\/05\/IMG_0199-150x150.webp\" alt=\"IMG_0199\" width=\"148\" height=\"197\" \/><\/a>If you would like to receive Mark\u2019s work directly (no strings!), please\u00a0sign up for his\u00a0<a href=\"https:\/\/staging-wmplo.xyz\/mark-c-divi5\/subscribe\">Tribe<\/a>\u00a0here!\u00a0<\/strong><strong>\u00a0<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>As research for an article I later wrote for\u00a0Fast Company Magazine, I traveled to Google\u2019s Mountain View, California campus, and spent the day meeting with several of their talent management executives. Within just my first hour at Google, I saw firsthand all the reasons why so many people in business consider the tech giant to [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[12,13,14,1,16],"tags":[39,44,72,92,109,266,133,143,166,267],"class_list":["post-2883","post","type-post","status-publish","format-standard","hentry","category-lifeaffairs","category-heartleadershipinpractice","category-leadership","category-uncategorized","category-wisdomefromotherauthors","tag-business","tag-ceo","tag-employee-engagement","tag-google","tag-human-performance","tag-laszlo-bock","tag-leadership-skills","tag-management","tag-productivity","tag-work-rules"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.6 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Five Magnificent Ways You Can Lead Like Google Without Spending A Dime On Perks - Mark C. 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