"Why Did I Leave Google or, Why Did I Stay So Long?": Reflections on the Challenges of Working in Corp-Tech

"Why Did I Leave Google or, Why Did I Stay So Long?": Reflections on the Challenges of Working in Corp-Tech

In the fast-paced world of tech, career decisions can have a significant impact on an individual's economic success. This was a realization that I came to while reflecting on my time at Google. The decision of which product to work on often becomes influenced by the odds of getting promoted, rather than the potential for product growth. This mindset can lead to employees seeing their work as merely a stepping stone, rather than a true calling.

The famous Netflix culture document claims that culture is defined by "who you hire, fire, or let go." I strongly agree with this sentiment, as it reflects the reality that not all employees are suitable for every stage of a company's growth. It is not their fault, but rather the nature of the evolving business landscape. However, when a company is unable to replace employees who no longer have the right skills, it leads to a culture of constantly trying to offload them onto different teams instead of making the difficult decision to let them go.

Reflecting on the growth of Waze post-acquisition, I realized that all our success came from the work we did ourselves, rather than support from the larger corporation. In hindsight, it is possible that we could have grown faster and more efficiently had we remained independent. Being part of a corporation changes the dynamic of a company, as an increasing amount of time is spent on non-user value creation tasks. This shift in focus from customer-centricity to corporate guidelines can fundamentally alter the DNA of a company.

One of the most significant differences I noticed between traditional tech companies and Corp-Tech is the impact on economic returns. In the traditional tech model, there is a clear link between risk and reward, particularly through equity. However, in Corp-Tech, the only control an individual has over their economic returns is through promotion, which affects both equity and salary payments. This leads to an extreme focus on personal advancement rather than product success. The hierarchy becomes Me > We > Product/Users, which can hinder overall company growth and innovation.

As a founder, it is crucial to ask yourself, "What did I do for our users today?" This simple exercise helps to keep priorities straight and ensure that the focus remains on creating value for customers. If you find yourself avoiding this question because you are embarrassed by the answer, it may be a sign that it is time to reassess your role within the company.

Bill Gates famously said that lazy people make the best employees because they find the easiest way to do a hard job. This perspective challenges the traditional notion that hard work is always the best approach. In the startup world, over-delivering can be just as detrimental as under-delivering when resources are limited. Laziness, in this context, can be a sign that rest is needed rather than a lack of motivation or dedication.

Rest is often undervalued in tech culture, where the perception of productivity takes precedence over actual productivity. Longer breaks are essential in preventing burnout and maintaining high-quality work. Truly resting means disconnecting from work-related communication and giving yourself and your colleagues the space for restorative rest. Returning from a well-rested break can lead to increased motivation and improved productivity.

Instead of berating ourselves for a lack of motivation, it is important to approach it with curiosity. Asking why we are avoiding certain tasks and delving deeper into our fears and concerns can help us address the underlying issues. Empathy plays a crucial role in understanding and supporting others who may be facing similar challenges. Creating a safe space for open dialogue can help individuals overcome feelings of inadequacy or a loss of meaning in their work.

The progress principle highlights the importance of making meaningful progress in work to boost emotions, motivation, and perceptions. A sense of progress is a key driver of productivity and satisfaction. Taking steps to identify and address any barriers holding us back, whether it be perfectionism or low self-efficacy, is crucial in fostering a sense of progress and fulfillment.

Research has shown that taking a 30-minute nap can prevent performance deterioration, while a 60-minute nap can reverse it. Feeling lazy could be a sign that rest is needed to rejuvenate and improve performance. Additionally, lack of meaning in work can significantly impact motivation. Finding a higher purpose and connecting with the meaning behind our work can reignite motivation and drive.

In conclusion, working in Corp-Tech presents unique challenges that can impact both personal and company success. Focusing on the needs of users and maintaining a customer-centric approach is crucial, even in the face of corporate guidelines. Embracing rest as a means of rejuvenation and avoiding burnout is essential for long-term productivity. Cultivating empathy and creating a safe space for open dialogue can help address underlying issues that may be affecting motivation. Finally, finding meaning and a higher purpose in work can drive motivation and satisfaction. By actively addressing these challenges, individuals can navigate the complexities of Corp-Tech and find success in their careers.