Laszlo Bock on Building High-Performance Teams

Google's people program is built on cheap, measurable experiments that let leaders try ideas without locking in costly commitments. Bock describes how temporary perks like a $25 shopping credit were rolled out, measured and removed without backlash, proving that framing change as an experiment keeps entitlement low and iteration fast.

The second lesson warns against stripping employee choice. By simply re-positioning healthy snacks and keeping candy accessible but hidden, Google cut candy calories by 30% and fat intake by 40% without forcing diets. The same principle-highlight desired behavior while preserving alternatives-can be used in any team to nudge outcomes without sparking revolt.

Google also tied manager performance to concrete results. Using the Project Oxygen survey, they identified eight behaviors of effective managers and surveyed teams twice a year, lifting average manager favorability from 83% to 88%. The data-backed feedback loop shows leaders that regular, structured reviews drive real improvement.

Perks don't need big budgets. By leveraging 50,000 employee buying power, Google secures discounts on services like dry cleaning and bike repairs, passing savings to staff. Small firms can mimic this by partnering with local vendors for bulk discounts, turning "expensive" perks into cost-neutral benefits.

Finally, hiring decisions are improved by crowdsourcing judgment. Google uses four balanced interviewers, averages their scores, and achieves an 86% hire accuracy. This evidence-based approach encourages teams to adopt structured, cross-functional interview panels to raise hiring quality.