Setty: I'm excited to be here
talking today to John Doerr,
chair of Kleiner Perkins,
one of the most famous
and successful venture capital
companies out there.
John has been a part of Google ever since its founding
and has been a board member all these years.
We are gonna talk to him today about people.
Welcome, John. Doerr: Thank you.
Setty: Good to talk to you today.
When an organization is fairly small,
we often hear from folks that, you know, I need to work
on my product, I need to work on my business idea, I need
to work on other things, and the people stuff,
that can come later.
Doerr: Yeah, no, it can't,
because how are you gonna get that done?
Well, the way you get it done is with people.
So I like to advise founders
that the most important thing they can do
in building their business is to recruit.
And there's no better recruiter for an organization
than the founder, the CEO, or the leadership.
To put a point on it, I say you should get up in the morning,
from the very start of the day,
and recruit until you can make no further progress.
Ideas are easy; it's execution that's everything.
And it takes a team of people to execute.
Setty: So for some of these entrepreneurs
and small businesses,
how would you have them think about the recruiting part?
Doerr: I believe that you should put most of your resources
into recruiting really outstanding people.
What comes to mind is the founder Mike McCue.
When he was building Flipboard, his first hire
was someone to head his people operations.
And his head of people operations helped him find
his technical co-founder, so don't defer.
Fill that position early.
The next, then, is, as early as possible,
try to get clear on what the culture is...
Setty: Yeah. Doerr: Of your organization,
because, as we know,
there's a very strong and clear culture at Google, I think.
Google's culture is probably as valuable
as the Google.com URL.
Culture will allow
your team, your people, your self
to make the right decisions more often and faster.
Setty: So there's this perception that
perhaps People Ops is all about the systems that we use,
the technology, the processes.
How do you, again, think about that issue?
Doerr: Oh, People Ops is not an applicant tracking system.
People Ops ought to be at the very fiber
of the being of a team.
When I sense that's the case,
then I'm more inspired, more willing to take risks
as an investor, to say, "That's a team that's gonna--
"it's gonna get its stuff done.
I want to back them."
Setty: So as you follow the evolution of organizations
like Amazon or Google,
what are some of the big pivot points that you have seen
that have helped these organizations scale?
Doerr: Hmm, the most important decisions they've made
are who are the key leaders in their team?
For example, Larry and Sergey's decision to hire
Omid Kordestani strongly affected the culture of Google,
as did the decision to recruit Wayne Rosing.
They helped define the culture of the company
and they themselves then led efforts to recruit
hundreds of people who define the culture.
One of the most frequent errors is
people hire their friends to work for themselves
and they all come from the same company
and so there's no diversity and it's a monoculture.
Diverse groups make better decisions.
Setty: So this is about the people issues
at any organization.
How would you think about measuring
how well that is going?
Doerr: Measures matter enormously.
There's a whole range of choices you can make
depending on where you believe your people are.
What are your goals with respect to diversity?
I strongly believe, if you don't begin
in building an organization with measures of how diverse
you want your engineering team or your overall team to be,
it's very hard to catch up with that.
Do you want to measure your success in hiring?
Do you want to measure their performance against the goals?
Do you want to measure their satisfaction with the culture?
To have a people operation that's not metrics driven
is probably to have a sloppy people operation,
an ineffective people operation,
a people operation where we're not clear
on what really matters.
The People Ops--
leadership, function, and agenda--
holds the soul of an organization in its hands.
Cherishing that culture, investing in it,
celebrating it is what allows organizations,
teams, and individuals to do amazing things.
Setty: Thank you, John, for sharing your wisdom,
for helping guide Google all these years,
and for personally being such a champion of our people
and our culture. Thank you very much.
Doerr: Thank you.
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