outspokenInventory- 42 Google vice president of Army Regulation（库存- 42谷歌副总裁军队监管）

Inventory:42 Google vice president of Army

Regulation

(To free download News) This is the senior vicepresident of Google products Jonathan Rosenberg at hisalma mater, Claremont McKenna Col lege graduates toshare his many years of experience in the workplace,including communication, culture, team bui lding,decision-making, innovation and humi l ity, six aspects.

This mighty 42 ‘Workplace Survival mi l itaryregulations’ , from theworld’ s best companies,and thiswi l l giveyou the kind of enl ightenment?

LinkedIn user (LinkedIn Member) Jonathan Rosenberg,seniorvice president of Google products,graduated fromthe University of Chicago, ‘How GoogleWorks’ author.

Communication Communication Part 1

1 Do notworryaboutcommunication over

‘Every time you thinkyourself to communicate over,you may haveonlyjust begun.’

Rosenberg stressed the importance of the staff of theGeneral Assembly, the dai ly e-mai l, office hours and

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off-site work team. Even with you are some witty genius,you have to assume that their minds have 100 otherthings to be busy. ‘There is no such thing asover-communication chi ld.’

2 shareal l,do nothide

‘At Google, our default mode is to share al l theinformation from the perspective of information,we giveeveryoneequal rights intheInternetera, the powercomesfrom the sharing of information rather than hoardingthem. Employeeswantto betrusted,nothateand surprise.

‘

Aful lytransparent pol icies to meet their needs.

3Cherishing suchasgold

A leader, then it should be thoughtful and accurate -al l your words wi l l be interpreted. ‘Simply, directly,wisely chose every word,’ he also cited the words ofwriter Elmore Leonard, ‘communication does not comefrom a long e-mai l letters, nor is it out of our mind everythought.’

When Leonard was asked how to become such asuccessful writer, he said:. ‘Because I omitted overlookedcontributions’

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4 good story

Good leaders are good teachers. Good teacher wi l ltel l a good story. ‘We learn from the narrative, youwant to bea good leader,you’ l l tel l the storywel l, teach,both of which can not bedivided.’

5 Stop talking,act immediately

If you arealways busytalking, thenyou wi l l never learnanything. ‘Listen make you more humble, moreintuitive,and smarter.’ Rosenberg said.

‘The speaker can not do any more than that, it onlyal lows you to indulge in your own accentwas unable toextricate themselves.Too many people spend too muchtimetalking abouthowtheylookat things,and then theycould go to l isten to the real experts view If you mustspeak, then ask questions. Peoplefrom your problems in(rather than your answer) to learn more, it can causeotherstothinkand discusswithyou theanswer. ‘

6 But if you knowthe answer .......

Sometimes, you need to l isten; and sometimes, youneed outspoken. If a group of doubt,you already knowtheanswer, then say itout loud! Other languageswi l l bea waste of people’ stime. ‘Giveyou an answer,do not

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ask unnecessary questions’ , Rosenberg said. But onething: to speakwith data. With ‘I think’ is notdown towin the debate;you have to say is, ‘Let me prove it toyou.’

Culture2 Culturein China

Do not recognize the level 7 dead

You should not get the organizational structure of thediagram by looking at a company’ s products. Whenyou see the iPod,you do not see Apple’ s organizationalstructure;when you see the Kindle when Amazon has notread the internal structure of Rosenberg share a story ofGoogle CEO Eric Schmidt. Schmidtwas also theworkofSun Microsystems, hetookouta boxfrom the server,oneopentosee8with a ‘Read mefirst.’ Label fi les. Clearly,the project team in eightdifferent peoplethinktheir pointof view the most important. However,at the lowest levelpoor product manager can put them al l come, ‘Forendusers, this is not a wise decision.’ A good leader wi l lknowthe best selection of comments.

8 Avoid obedience

When in doubtorencounterdifficulties,do not simplyaccept the views of big Boss. The title does not describe

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the problem. If someone from experience valuable, heneedsto come upwith convincing argumentsto. ‘Withpersuasive argument, regardless of rank,everyone has anequal right to speak.’ Barksdale is Rosenberg’ s favoriteHPPO. As the founder of Netscape package, Barksdaleonce said: ‘If there is data, reference data that wetogether if we onlyview, then l isten to me good..’

9 Do not bureaucracy

‘Thisorganization’ s most importantattribute is howto clarify the obstacles,which is why Google No generalmanager general manager always put their businessinterests more important than our company’ s interests.This isabsolutely not! ’

10 crowd is actual ly innovation

Crowded noisy work environment wi l l ignite morecreative spark. Office should be ful l of energy andinteraction, rather than the level of fragmentation anddifferentiation.

11 strategy and tactics of both

Many people do not understand the differencebetween strategy and tactics,or they think they only needone, l ike, it does not. A successful strategy behind many

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support its successful strategy. ‘Some people longerthan the strategy, some people longer than pol icy, so weneed teamwork.’

12 good team or smal l

At Google,we understand the smal l team as a smal lfami ly. In software development, the worst is too Azeriproject team. The authority delegated to smal l teams,they usual ly stem a big thing. Rosenberg cited thefamous anthropologist Margaret Mead’ swords:considerwhat a comprehensive, al l-out smal l group is not to beunderestimated, they might change the world.

13 regular appearances

Often reveal a face, apply to everyone,more suitableleader. ‘Home Office is easy to spread the cancer.’ So,give it up now.

14adheretotheoriginal

Never plagiarize your competitors and their productsare bad,you should havedone better points.

15 Do nothopethatwhenthe plan

16 Trust,butverify

Trust,butverify. This is a Russian proverb,Rosenbergused it to remind myself to continue to tap the facts.

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Large organization or team often return to ignore smal ldetai ls, but not a qual ified leader. ‘Leadership is themost important job but both the evaluation and onlywhen the data do support work and communicate thetruth..’

17 value greater than the cost

‘The reason is simple:80%of theincomespend 80%of the time.’ More revenue is general ly solve moreproblems. ‘To be honest easy, it is hard. Because if youdo not increase control, the remaining 20% of theproceeds do not know how manywi l l taketime.’

18 careful eye syndrome

‘Where there is success,where there isjealousy, butyou if you make good use of thisweapon humble, red-eyepeopleyou would not have such a fear of success.’

19 reorganization to be decisive

If you want to do the reorganization of the l ine,pleasequick,24hourstosolveal lproblems. ‘This iswhatIhadlearned from Ben Frankl in’ s wisdom-’ If two of thethree people who have died, it is not difficult to keep asecret. ‘

3articlesTeam Bui ldingTeam Bui lding

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20 intentions interview

You have to learn how to interview- just as you learnother ski l ls. ‘Recruitment is the soul of an enterprise.People think of lunch, information, Espresso drinks andother benefits are compel l ing reasons to Google. ButpeoplecomeGoogle’ s main purpose istoworkwithfasthardware man.’ This is a kinds of excel lent qual itycomposite effects. Good employees wi l l not only set upa good business,butalso to attract moretalent.

21 Team Recruitment

Al low human resources manager at the last minuteand then final ized unusual, however. ‘At Google,wenever so hiring committee interviewed the couple;Simi larly, promotion you need to get the same level ofrecognition of my col leagues.’

22 passion is born

‘Google Sky invention is a software engineer, notastronauts,’ Rosenberg said, ‘They do not because theyare good engineers only do good to the explosion of theproduct, they do so only because they love Space. If youhave warm words from the heart,everyone can feel, this isa tangibleenergythatal lowsthe peopleto shine, sowhen

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recruiting, to find the candidate’ senthusiasm,even if notpassionate aspect of a person if anything uninterested,howcan heexpect to maintain enthusiasm forwork?

23 Do notask professionals

‘Especial ly in thetechnologysector,’ Rosenberg said,

‘Do not grow into an expertise, because the workbecomes, the current fast pace of changes in technology,specifical lybeforea loss.’ As Einstein put it:Change istheonly constant existence. ‘

24 slowdown

Notbecausetherushto recruitpeople,and reducetherecruitment threshold.

25 Diversification is a priceless treasure

People of different backgrounds, have different viewsontheworld. This is priceless, thisview istaughtwi l l not.

26 careful ly selected

Do not take the standard 10%reduction to recruit thewrong people, firethem harder thanthey hired.

27 l ifethis is notfair

Rosenberg said, ‘MLB players per capita annualincomeof$ 3 mi l l ion, Iwant to playbasebal l,but Ido notqual ify. Iwould l iketo spend $ 3 mi l l ion to wear a Giants

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