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

understanding precisely what makes your best people succeed in your unique environment

referrals had a higher yield than any other source of candidates,

Simple practice, without feedback and experimentation, is insufficient.

Googlers are also free to solicit feedback on specific topics at any point in the year, rather than waiting for a single day.

A host of errors in how we make decisions sneak in when we assess others.

if we could reduce good management to a checklist, we wouldn’t need to invest millions of dollars in training, or try to convince people why one style of leadership is better than another.

Todd’s research showed not only that the optimal number of interviews was four, but that virtually no single interviewer’s assessment was by itself that helpful.

Bureaucracy Busters, a now-annual program where Googlers identify their biggest frustrations and help fix them.

Our own version of the scoring for general cognitive ability has five constituent components, starting with how well the candidate understands the problem.

In addition to being specific, we had to make good management automatic.