COLLABORATIVE LEADERSHIP & Why Growing Companies Today Hire & Fire by Consensus

Commentary by Dr. Whitesel: Northouse talks about three types of leadership, which I call the three Cs: competitive, conciliatory & collaborative. The last, of course, is preferred because it builds team consensus. Happily at Wesley Seminary most of our hires are handled this way. But in most of the churches I consult, they are not. Read this insightful interview with one of Google’s former executives to find out how Google uses collaborative leadership to increase teamwork and by in.

Here’s Why Bosses at Google Are Not Allowed to Hire, Fire or Promote Employees

by Minda Zetlin, Inc. Magazine, 7/8/17.

Being a manager at Google is a bit different from being a manager anywhere else. That’s because the company makes nearly all decisions by consensus, explains Kim Scott, the bestselling author of Radical Candor: Be a Kickass Boss Without Losing Your Humanity. Scott once led Adsense and YouTube at Google. These days, the company now goes to extreme lengths to make sure no one working at Google tells anyone outside the company anything about what that’s like. But in an interview at the recent Qualtrics Insight Summit, Scott provides a rare inside view of what being a boss at Google is really like.

“Basically, Google stripped away most of the forces of power and control managers have at other companies,” she explains. “If you’re a manager at Google, you don’t get to choose who you hire unilaterally. You don’t get to choose who you fire unilaterally. You don’t get to choose what ratings people get, which determines the bonuses they get.”

So how do these decisions get made? Using “packets” according to Scott. “A group of people would interview a candidate and write an interview packet and give their opinions on whether the person should be hired,” she says. This group of interviewers will include the candidates prospective managers, peers, and employees. Scott herself was interviewed by several future direct reports before Google hired her.

Once the interviews are complete the packets go to a committee. “The hiring manager doesn’t get to decide if the person is hired or not,” Scott says. They can sort of bid to get the person on their team, but the person who’s hired could choose to be on another team.”

Nor can managers prevent anyone currently on their team from moving on to another job at Google. In fact, this very thing happened to Scott. “When I joined Google, I had five people reporting to me,” Scott says. “In the first week, three of them took other jobs at Google.”

Managers have even less power over whether or not to promote employees. “Especially in engineering, it’s really interesting,” Scott says. “The employee puts their hand up and says, ‘I’m ready to be promoted.’ The manager can advise, but even if the manager says, ‘I think you’re not ready,’ the employee can still get a packet together. It’s harder to do it without your manager’s help, but you could.”

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