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Effective But Destructive

In “I’m Feeling Lucky”: Google Employee No. 59 Tells All , Douglas Edwards tells one story about mercurial Google co-founder Larry Page:

How Larry reorganized the engineering department, for example. He didn’t like the fact that project managers were getting between him and engineers, so he called a meeting and told them very publicly that he didn’t need them–.

I’ll assert that in lots of companies, the reverse is true. In those that are DYSCOs and CLORGs, head cheeses don’t care to understand what goes on down in the boiler rooms and they desperately need project managers to tell them what’s going on. The funny part is that the project managers most likely don’t know either. D’oh!

There’s a second part to this post and the message is at the tail end of the full version of Mr. Edwards’s quote:

How Larry reorganized the engineering department, for example. He didn’t like the fact that project managers were getting between him and engineers, so he called a meeting and told them very publicly that he didn’t need them–and those people felt humiliated. I think Larry took a lesson from that, and I think he became more adept over time at managing. A young startup entrepreneur might share some of the characteristics of Larry. “If there’s a problem, reboot, fix it, move on.” That can be effective but can also be destructive. It can tear down relationships.

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