Crunching the numbers on the question of what makes a successful leader, Google found out that leaders must be predictable and consistent. When managers are predictable, they eliminate an obstacle from employees’ progress—themselves. Managers have their own tendency to interfere, dictate, second-guess, and be a backseat driver. Without this obstacle, employees don’t have to worry about whether their manager will try to jump in or suddenly veer in a different direction. Instead, they have the mental space to do great work.
On the flip side, as Laszlo Bock, senior vice president of people operations at Google, puts it, “If your manager is all over the place, you’re never going to know what you can do, and you’re going to experience it as very restrictive.” But “[i]f a leader is consistent, people on their teams experience tremendous freedom.”
“My idea of rich is that you can buy every book you ever want without looking at the price and you’re never around assholes. That’s the two things to really fight for in life.”—John Waters (via brittanybarns)
“Gimmicky features, commercials in bad taste, endless variation—these are the tactics of companies that don’t have a soul. They throw anything and everything against the wall in hopes that something will stick. That’s what Android hardware is.”—Samsung is in Trouble (via azspot)
“We’re opinionated homosexuals. Your days are busy. In the morning you’re going to a sympathetic tech blog to defend yourself from charges of sexual assault; in the afternoon you’re explaining to your board why it’s fine that you’re dating a direct report in your organization. Well, you should stop doing all that, but at least you should stop doing that while looking like a fucking putz. That’s where we come in. We’re the gays of Shirterate. And we’re the first startup with a target audience of rich straight men. (Haha, JK, we’re not the first, we’re just the first to say it.)”—
“We’ve made loans to about a dozen microbrewers and provided coaching to another 30. They are a lot of fun. For me personally, and for us as a company, it connects us with our small-business roots. And if one of these companies is successful enough that they take some market share from us, well, more power to them. I don’t worry about that. I worry about how we create a beer culture that respects the art of brewing and wants beer with flavor, taste, and authenticity. If we can create that environment, there will be plenty of business for all of us.”—Samuel Adams founder and chairman Ed Koch (via ericmortensen)