Introduction
This week’s blog focuses
on Google’s approach to hiring (Schmidt, 2011), as described in the video Eric Schmidt on Business Culture,
Technology, and Social Issues. Leaders and hiring managers all over this
country could learn something from Mr. Schmidt, the former CEO of Google
(2001-2011). During his tenure as CEO of Google, Mr. Schmidt helped create one
of the most powerful innovative companies the world has ever seen and a quick
study of the video
could help improve any organization’s hiring practices. Let’s cover some
elementary organizational topics to sort out if Mr. Schmidt’s hiring practices makes
sense from my point of view (you do the same for your situation).
Does Google’s Culture Make Sense?
It is clear that Google’s
culture during this time was built for innovation. Google is a technology
company and in order to remain relevant in a fiercely competitive environment,
attracting and hiring the best qualified and the most innovative people is an
absolute necessity. An important tool in accomplishing this goal is the culture
that is established. Details of the Google culture are only provided thru the
story Mr. Schmidt tells in the video. His story paints a picture of ideas that
are allowed to emerge from the employees, an organizational structure that is
fluid, and controlled chaos. These are all important components of Complex
Adaptive System (CAS) and subscribing to CAS for a technology company is a very
smart action to take and Obolensky (2014) supports this assertion “What forms
the foundation (or cornerstones) of this dynamic are clear people processes and
polices, sound and flexible information and communication technology systems,
inclusive and flexible strategy development processes.” (p. 26).
Is This a
Reasonable Way to View the way Work is done at Your Workplace?
My place of employment has
very traditional oligarchic views of how work is assigned and completed. There
are some CAS principles that are working their way into our oligarchic system
and one of them is employing self-sustaining teams. In an environment where our
organization is responsible for manufacturing a very specific product
(aircraft), moving to a completely CAS system for the entire company seems at
least five to ten years away. Within our organization, technical publications,
a good case could be made to go completely to a CAS system similar to Google’s.
Would it take
Courage to Implement This Point of View?
Yes, courage to suggest
the kinds of changes needed to match what Google does could cost someone’s job
if implementation and follow through did not have ‘satisfactory’ results. A
real leader has to have the courage to implement the change knowing a failed
attempt, especially if things were perceived to be going smoothly by the
opponents for change will likely result in unemployment. Brown (2011) offers these words of wisdom concerning
change “…resistance will be evident in individuals and groups in such forms as
controversy, hostility, and conflict, ether overt or covert.” (p. 145).
What are the
Personal Takeaways from Watching the Video?
My first takeaway is
that Google seems have implemented a CAS system and they have been a model of
21st Century success. They have been global leaders in innovation
and my desire to implement changes that support CAS concepts can be made easier
if I can leverage their success in appropriate and meaningful ways within my organization.
My second takeaway was that while the video was playing, thoughts of Itay
Talgam's video, Lead Like the Great Conductors, dance through my head and
in particular the part about conductor Mr. Kleiber. In the video, Mr. Kleiber
has his back turned towards the orchestra as they play…listening to the music
in wonderment and intense amount of pleasure “And the level in which Kleiber is
in control is in a different level. So control is no longer a zero-sum game. You
have this control. You have this control. And all you put together, in
partnership, brings about the best music. So Kleiber is about process.” (Talgam,
2009). Mr. Schmidt is essentially the conductor of Google who has created a
process and the process creates the best in technology services much like Mr.
Kleiber does for his orchestra.
The hard part is not
convincing other leaders that if this culture were successfully implemented
that the product would be exponentially greater than the sum of its pieces. There
is plenty of evidence that clearly supports that CAS is highly successful and
needed in the 21st century (Google is only one example). No, the
hard part is as simple as leaders not wanting to give up power. For an
organization to begin the transformation towards CAS, leaders who only have personal
power motives should be cut immediately and those who have a social power
motive should make the first cut.
Leaders with a personal power motive will be corrosive to attempts to push
decision making down the ranks. Yukl (2013) says this about leaders with
personal power motives “Authority for making important decisions is centralized
in the leader, information is restricted and rewards and punishments are used
to manipulate and control subordinates.” Do you know anyone like that in your
organization? Why are they still around?
I will continue to
influence my current manager as much as possible in implementing CAS
principles. I recently applied for a manager position within my organization
and if selected will absolutely use what I have learned in this program to
effect positive change and move the organization towards CAS.
Summary
Schmidt (2011) provides
some insight into the reasons why Google is highly successful, and is in fact one
of the most successful companies of the 21st Century. CAS is in the
future for many companies, in particular companies that have engine that run on
technology and innovation. We also looked at how courage will be an important
component to initiate the changes needed and some of the obstacles that will
need to be removed before movement towards a CAS can be started. I’m ready…are
you?
References:
Brown,
R. D, (2011). An experiential approach to
organization development (Eighth edition.). Upper Saddle River, NJ:
Prentice Hall.
Obolensky,
N. (2014). Complex adaptive leadership:
Embracing paradox and uncertainty. Burlington, VT: Gower Publishing
Company.
Schmidt,
E. (2011). Eric Schmidt on business
culture, technology, and social issues. McKinsey Quarterly.
Retrieved from
http://www.mckinsey.com/insights/strategy/eric_schmidt_on_business_culture_technology_and_social_issues
Talgam,
I. (2009). Lead like the great conductors
[Video file]. Retrieved from http://www.ted.com/talks/itay_talgam_lead_like_the_great_conductors#t-693877.
Yukl,
G. (2013). Leadership in organizations.
Boston MA: Pearson.
