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The Observer Effect – Mike Cannon-Brookes
I had the pleasure of working with Frank Wagner, who is now one of our key People Operations leaders at Google, in 1994, when we were consultants. In the minutes before every client meeting, he would take me aside and ask me questions: “What are your goals for this meeting?” “How do you think each client will respond?” “How do you plan to introduce
... See moreLaszlo Bock • Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead
At a dinner I attended recently where he spoke, he said he thinks of the role of CEO as being the chief editor of the company. At another event at Stanford he explained further: “By editorial I mean there are a thousand things we could be doing. But there [are] only one or two that are important. And all of these ideas … and inputs from engineers,
... See moreGreg Mckeown • Essentialism: The Disciplined Pursuit of Less
The most powerful and energizing OKRs often originate with frontline contributors. As a YouTube product manager, Rick Klau was responsible for the site’s homepage, the third most visited in the world. The hitch: Only a small fraction of users logged in to the site. They were missing out on important features, from saving videos to channel subscript
... See moreJohn Doerr • Measure What Matters: OKRs: The Simple Idea that Drives 10x Growth
Operator life: Quick tempo, constant follow-up, putting out fires, racing through the to-do list.
Creative life: Long bouts of daydreaming, followed by short bursts of intense and inspired action.
An early lesson I learned in my career was that whenever a large organization attempts to do anything, it always comes down to a single person who can delay the entire project. An engineer might get stuck waiting for a decision or a manager may think she doesn’t have authority to make a critical purchase. These small, seemingly minor hesitations ca
... See moreBen Horowitz • The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
