We made the decision to purchase YouTube in about 10 days—incredibly historic decision—because we were ready, people were focused, we had a board meeting—we wanted to get it done.So I always tell people, somebody is running your company.
I want everything to be neat.”And if you find yourself relating to this song—it’s Jamie Leonhart, by the way—you’re probably at least part control freak. He’s Co-Founder of the gaming company Zynga, which pioneered the idea of blending games into social media. But here’s a challenge to that point of view.” And if you do it that way, you frequently make more progress, because then people are less hung up on whether “I’m right,” or whether “I’m wrong,” and stay focused on the idea.I’m going to come right out and say it: If you’re a control freak, you’re going to have a hard time with this.“I am a control freak. Sehen Sie sich auf LinkedIn das vollständige Profil an. Before Zynga, he built one of the first social networks, a little-known website called Tribe that didn’t quite make it. To turn a good instinct into a good idea, you have to talk to a lot of smart people, and ask them for feedback and criticism.
“Learning about human behavior, and how people actually live and work is always a shock.
Everyone else executes on the idea.
See the complete profile on LinkedIn and discover Eric… Eric saw an opportunity—and he acted.I want to offer a note of caution here. Google famously instituted a rule that any employee could devote 20% percent of their work-week to any project they’d like.20% percent time was, in some ways, a logical extension of Google’s graduate school culture. Consultez le profil complet sur LinkedIn et découvrez les relations de Eric, ainsi que des emplois dans des entreprises similaires.
I asked her to tell the story.And one Friday, one of my marketing people came to me and said, “You know, I’m not an engineer, but I just had this idea.” So I call my CTO and I say, “Harry, what do you think about this?” And he thinks about it for a minute, and he thinks, “I think I know how we could do that.” So it was a really thrilling, not to mention kind of life-saving moment.But what I think is especially interesting is, in very siloed organizations, or fearful organizations, you wouldn’t share that problem. Even if it’s the wrong decision, a quick decision is better in almost every case.I’ve talked to other managers at Google who are frustrated with this, because they argue: “We agree that my project is strategic. It was a really easy lesson to understand the power of data analytics, plus having a great roommate.If you want an innovative company, your job is to manage the chaos. Most large corporations have too many lawyers, too many decision-makers, unclear owners, and things congeal—they occur very slowly. The other thing I want you to notice is what flying taught him about decision-making:And he’s about to land.