<ul><li>General cognitive ability. Smart people that can learn and adapt to situations.</li><li>Leadership. Emergent leadership.</li><li>Enjoys fun, intellectual humility.</li><li>Role related knowledge(the least important attribute).</li><li>Uses ‘We’ rather than ‘I’.</li></ul>

Attributes Of A Good Candidate

<ol><li>Admit your mistake, be transparent about it.</li><li>Take counsel from all directions.</li><li>Fix whatever broke.</li><li>Find the moral in the mistake and teach it.</li></ol>

When Things Break

<ul><li>Eliminate status symbols.</li><li>Make decisions based on data, not managers’ opinions.</li><li>Find ways for people to shape their work and the company.</li><li>Expect a lot.</li></ul>Remember: The most talented and creative people cannot be forced to work.

Mass Empowerment

Hiring is the single most important people activity in any organization.If you recruit like everyone else, place ads, sift resumes, interview, then hire, you will get the same results as everyone else which are “average.” Work rules to hire differently:<ol><li>Hire slowly.</li><li>Given limited resources invest your HR dollars first in recruiting.</li><li>Only hire people that are better than you. (In at least one area)</li></ol>

The Rules Of Hiring

Work rules for building a great culture:<ul><li>Think of your work as a calling with a mission that matters.</li><li>Give people slightly more trust, freedom and authority than you are comfortable giving. If you are not nervous, you haven’t given them enough.</li></ul>

Building a Great Culture

<ul><li>Set a high bar for quality. Before you start, decide what attributes you want and decide as a group what great looks like. </li><li>A good rule of thumb: hire only people better than you.</li><li>Find your own candidates.</li><li>Assess candidates objectively. Include subordinates and peers in the interviews. Take good notes.</li><li>Give candidates a reason to join.</li></ul>

The Principles Of Quality Hiring

Intrinsic motivation is the key to growth, while extrinsic motivations can start to shut down the willingness and ability to learn.<ul><li>Improve performance by focusing on personal growth instead of ratings and rewards.</li><li>Avoid defensiveness and promote learning.</li><li>Set goals correctly and make them public.</li><li>Gather peer feedback.</li><li>Adopt a calibration process for evaluations.</li><li>Split reward conversations from development conversations.</li></ul>It is okay to pay two people in the same job completely different amounts. The power-law distribution should be based on performance.

Performance Management

It is within anyone’s grasp to be the founder and culture creator of their own team.<ul><li>Take responsibility for your environment.</li><li>Choose to think of yourself as a founder.</li><li>Now act like one.</li><li>Trust Your employees.</li><li>Give your work meaning.</li></ul>

You are a Founder

<ul><li>Make life easier for employees.</li><li>Find ways to say yes.</li><li>The bad stuff in life happens rarely, be there when it does.</li><li>Recognize the difference between what is and what ought to be.</li><li>Run lots of small experiments.</li><li>Nudge, don’t shove.</li></ul>

Making Life Easy

<ul><li>Get the best referrals by being excruciatingly specific in describing what you are looking for.</li><li>Make recruiting part of everyone’s job. Turn every employee into a recruiter by soliciting referrals.</li><li>Don’t be afraid to try crazy things to get the attention of the best people. To Hire Quality Candidates.</li><li>Ask your best-networked people to spend even more time sourcing great hires.</li><li>Be willing to experiment.</li></ul>

Finding exceptional candidates

If you give people freedom, they will amaze you.A group’s culture can be studied in three ways:<ol><li>By looking at its artefacts such as physical spaces and behaviours.</li><li>By surveying the beliefs and values espoused by group members.</li><li>By digging deeper into the underlying assumptions behind those values.</li></ol>Three defining aspects of good company culture:<ol><li>Mission</li><li>Transparency</li><li>Voice</li></ol>

Company Culture

<ul><li>Engage in deliberate practice. Lessons in small digestible pieces with clear feedback.</li><li>Have your best people teach.</li><li>Invest only in courses you can prove to be effective in changing people’s behaviour.</li></ul>

Learn From Employees

<ul><li>Be a good coach.</li><li>Empower the team and do not micromanage.</li><li>Express interest and concern for team member success and personal well being.</li><li>Be very productive and results-oriented.</li><li>Be a good communicator, listen, share information.</li><li>Help the team with career development.</li><li>Have a clear vision and strategy for the team.</li><li>Have important technical skills that help advise the team.</li></ul>

Good Managerial Attributes

<ul><li>Ask lots of questions.</li><li>Schedule regular one-on-one meetings with your manager.</li><li>Get to know your team.</li><li>Actively solicit feedback, don’t wait for it.</li><li>Accept the challenge. Take risks and don’t be afraid to fail.</li></ul>

The Newbies: Recommended actions for New joiners

NEW YORK TIMES BESTSELLERWALL STREET JOURNAL BESTSELLER The Globe and Mail Top Leadership and Management BookForbes Top Creative Leadership Book 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.

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Career

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Corporate Culture

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Business

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Books

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Human Resources

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: <ul><li>Take away managers' power over employees </li><li>Learn from your best employees-and your worst </li><li>Hire only people who are smarter than you are, no matter how long it takes to find them </li><li>Pay unfairly (it's more fair!) </li><li>Don't trust your gut: Use data to predict and shape the future </li><li>Default to open-be transparent and welcome feedback </li><li>If you're comfortable with the amount of freedom you've given your employees, you haven't gone far enough.</li></ul> 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.