Everybody knows Google, and how this unique Search Engine Monster has dominated the Internet. What most people don't know is the people that work at Google make up one of the most interesting cultures in business today. "Googlers", as they call themselves are comprised of some of the smartest, most dedicated, and driven individuals in the labor market. Eric Schmidt, Google's Executive Chairman, discussed the Google culture and how they hire and recruit talent into their ranks.
Eric has been with Google for over ten years as the CEO and currently sits as the company's executive chairman. He mentioned in this speech that as you build a company you get a chance to determine the culture, the people, and the style. Google entices some of the best and brightest minds out there, but not all of these types of people are the best at working with others or within a team environment. So, how did Google blend such a variety of unique talent into a synergistic culture? Hiring the right people.
The Google hiring team looks for qualified people who show promise in a particular field. Once they bring someone onboard management's job is to assist the Googler to do best whatever it was he/she was hired for. "Let them do what they're going to do" is Schmidt's philosophy. Google hires driven professionals that are always going to be pursuing something. They may need a little direction from time to time, but Google's culture itself demands initiative. Personnel changes are constantly taking place around Google, according to Schmidt, to find the right balance of chemistry, where the compatibility balance is the greatest. They encourage 20% of work time to be devoted to adjacent and other projects not established in the "normal" working responsibilities. This lends a certain amount of freedom to dictate how a day is scheduled and what a person may work on. The end result, an amazing culture which produces some of the most amazing applications.
I employ a very similar type of structure at my work place. We all have our parameters and certain expectations that need to be handled each day, but there is also a freedom to think outside the box and work on unique ways to introduce or products to market. How we accomplish this is through open and honest communication. If my sales manager tells me she needs to run a few errands and drop off some literature at a few places I say, "Ok, let me know how it works out". There is no magnifying lens over anyone in our store, unless there is a real need to keep someone on track or provide some direction. Because I am relatively new to the organization we are still figuring out each other quirks, but for the most part we treat each other like adults and promote creative thought.
I've always been more of a hands-off type of manager. I do this by expressing my desires, sharing our goals, and actively listening to each other. Then... we just get out of each other's way and make things happen. Results can be measured in sales, but the effort that drives sales is unique to the individual. We don't want order takers at Homefield. We want problem solvers.
This type of leadership can have its draw backs, but the culture that has grown into the identity of the organization mediates most of the problems. If things aren't going well, or a policy doesn't make sense then we have a problem. This is why I have chosen problem solvers to staff our office. We kind of police each other in this sense. If it is not moving us forward it doesn't belong.
Now, Homefield is nowhere near the size and scope of Google, but the culture is based on the same beliefs. Find the best people for the job, get them plugged in and prepared to work... then let them do what it is they were hired to do. If it works for Google it can work for me.
Eric has been with Google for over ten years as the CEO and currently sits as the company's executive chairman. He mentioned in this speech that as you build a company you get a chance to determine the culture, the people, and the style. Google entices some of the best and brightest minds out there, but not all of these types of people are the best at working with others or within a team environment. So, how did Google blend such a variety of unique talent into a synergistic culture? Hiring the right people.
The Google hiring team looks for qualified people who show promise in a particular field. Once they bring someone onboard management's job is to assist the Googler to do best whatever it was he/she was hired for. "Let them do what they're going to do" is Schmidt's philosophy. Google hires driven professionals that are always going to be pursuing something. They may need a little direction from time to time, but Google's culture itself demands initiative. Personnel changes are constantly taking place around Google, according to Schmidt, to find the right balance of chemistry, where the compatibility balance is the greatest. They encourage 20% of work time to be devoted to adjacent and other projects not established in the "normal" working responsibilities. This lends a certain amount of freedom to dictate how a day is scheduled and what a person may work on. The end result, an amazing culture which produces some of the most amazing applications.
I employ a very similar type of structure at my work place. We all have our parameters and certain expectations that need to be handled each day, but there is also a freedom to think outside the box and work on unique ways to introduce or products to market. How we accomplish this is through open and honest communication. If my sales manager tells me she needs to run a few errands and drop off some literature at a few places I say, "Ok, let me know how it works out". There is no magnifying lens over anyone in our store, unless there is a real need to keep someone on track or provide some direction. Because I am relatively new to the organization we are still figuring out each other quirks, but for the most part we treat each other like adults and promote creative thought.
I've always been more of a hands-off type of manager. I do this by expressing my desires, sharing our goals, and actively listening to each other. Then... we just get out of each other's way and make things happen. Results can be measured in sales, but the effort that drives sales is unique to the individual. We don't want order takers at Homefield. We want problem solvers.
This type of leadership can have its draw backs, but the culture that has grown into the identity of the organization mediates most of the problems. If things aren't going well, or a policy doesn't make sense then we have a problem. This is why I have chosen problem solvers to staff our office. We kind of police each other in this sense. If it is not moving us forward it doesn't belong.
Now, Homefield is nowhere near the size and scope of Google, but the culture is based on the same beliefs. Find the best people for the job, get them plugged in and prepared to work... then let them do what it is they were hired to do. If it works for Google it can work for me.
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