This was before Google’s first advertising system, AdWords, was launched in 2000, before Google Groups (2001), Images (2001), Books (2003), Gmail (2004), App (spreadsheet and documents for businesses, 2006), Street View (2007), and dozens of other products we use every day. They turned to Excite and at the urging of Vinod Khosla, a partner at venture capital firm Kleiner Perkins Caufield & Byers, lowered the price to $750,000. They offered it to Alta Vista for $1 million. Reluctant to leave Stanford to start a company, Larry and Sergey tried to sell Google but were unable to. Managers serve the team and focuses not on punishments or rewards but on clearing roadblocks and inspiring her team. The most talented people on the planet are increasingly physically mobile, increasingly connected through technology, and-importantly-increasingly discoverable by employers. Without further ado, here are my cliff notes from the book along with some tips of getting into Google: Every leader, entrepreneur, manager, student, and pretty much anyone else who wants to understand how to build a successful, cohesive, high-performing workplace should read this book! Work Rules! is an all-access backstage pass to one of the smartest organizations on the planet and an useful blueprint for creating a culture of creativity. Bock’s earlier experience spans executive roles at the General Electric Company, management consulting at McKinsey & Company, start-ups, and various non-profits. Learn all about Google's approach as Lazlo describes his new book, Work Rules, a collection of insights from Google's evidence-based, data-driven human relations juggernaut.Laszlo Bock used to lead Google’s People Operations (POPS) where he was responsible for attracting, developing, and retaining “ Googlers”. The result has been a workplace where people are happier, more productive, and better able to pursue that which fulfills their ambitions. In addition, Google has advanced our knowledge of such phenomena by conducting its own internal experiments and collecting mountains of data. In this episode we interview Lazlo Bock, head of People Operations at Google, who helped his company make work suck less, way less, by introducing new policies and procedures based on knowledge gained by psychology and neuroscience concerning biases, fallacies, and other weird human behavior quirks. Work often sucks, but it doesn't have to.
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