Work Rules: Insights from Inside Google That Will Transform How You Live and Lead

Google is one of the most successful companies in recent times, so it is interesting to hear insights from a senior manager as to what they think is the secret of Google’s success. Laszlo Bock is Senior Vice President of People Operations in the company that now employs nearly 60000 people in over 70 offices worldwide and that prior to 1998 did not even exist. Its growth has been rapid in a dynamic sector that relies heavily on advanced technological expertise in its staff whom it calls the ‘Googlers’. Such is the environment in which it operates and its status as a sector leader that Google states that it is now 25 times more selective than Harvard, Yale or Princeton as to whom it takes on. While it receives thousands of applications each year, it takes on relatively few applicants and when it does, recruitment is not by the individual manager but by a team or group of individuals. This is one of the ‘secrets’ of Google and while it may seem counter-intuitive, the explanation is pure common sense. This book is extremely well written and eminently readable. What else would you expect from a man born in Romania under the communist regime and who now works for a company whose very simple mission statement is to improve information access and usage across the world? Or someone whose previous work involved being a lifeguard extra in ‘Baywatch’? (but only in a flashback). It provides insights into how this company recruits and retains staff in a competitive market and how if offers freedom most of us in occupational health could only dream of, but interestingly this does not include freedom for individual managers to hire, fire or promote and for very sensible reasons. Some of the operations might rest uncomfortably with occupational health practitioners—rewarding business ‘stars’ for example and differential pay—no sign of a level playing field here. But many of the points will resonate—such as managers should ‘serve the team’ and ‘clear roadblocks and inspire’, which few could disagree with. Over 14 chapters Bock covers how different your thinking could be if you had founded the organization, how you should not trust your instincts and how to build a learning institution. But this is not a book about everything being rosy in the garden. Things that have not worked—Google’s biggest people mistakes—are also covered and that is refreshing. The final chapter describes what any of us could do tomorrow to improve the performance (and probably happiness) of staff, an excellent way to finish off an inspiring book. I would recommend this book as a ‘serious’ work read or for holiday entertainment while reclining on a lounger in the sun. I think everyone can take something from it and apply it to their everyday work. ★★★✩ (Buy and keep)