The first 3 are straight forward and understandable however I do like the adjective 'Googleyness'.
Here is a list of the main areas:
Leadership: We’ll want to know how you've flexed different muscles in different situations in order to mobilize a team. This might be by asserting a leadership role at work or with an organization, or by helping a team succeed when you weren't officially appointed as the leader.
Role-Related Knowledge: We’re looking for people who have a variety of strengths and passions, not just isolated skill sets. We also want to make sure that you have the experience and the background that will set you up for success in your role. For engineering candidates in particular, we’ll be looking to check out your coding skills and technical areas of expertise.
How You Think: We’re less concerned about grades and transcripts and more interested in how you think. We’re likely to ask you some role-related questions that provide insight into how you solve problems. Show us how you would tackle the problem presented--don’t get hung up on nailing the “right” answer.
Googleyness: We want to get a feel for what makes you, well, you. We also want to make sure this is a place you’ll thrive, so we’ll be looking for signs around your comfort with ambiguity, your bias to action and your collaborative nature.
More on Leadership: A Google internal research project was undertaken in search of the traits and qualities that make up a great leader at Google. After analyzing reams of data consisting of performance reviews, surveys, feedback and interviews, the statisticians zeroed in on 8 key qualities, ranked in importance:
- Be a good coach
- Empower your team and don’t micromanage
- Express interest in your team members success and well-being
- Be productive and results-oriented
- Be a good communicator and listen to your team
- Help your employees with career development
- Have a clear vision and strategy for the team
- Have technical skills so you can advise the team
ERIC SCHMIDT’S BEST LEADERSHIP PRACTICES
Analysts are of the view that, though Eric Schmidt came from a corporate background, his leadership style had many things in common with the culture already created and put in place by the founders of Google.
Schmidt’s leadership practices could be summarized in the following five precepts:
1. Get to know your employees.
2. Create new ways to reward and promote your high-performing employees.
3. Let your employees own the problems you want them to solve.
4. Allow employees to function outside the company hierarchy.
5. Have your employees’ performance reviewed by someone they respect for their objectivity and impartiality.
Also this is very likeable:
There is a 70-20-10 norm about time allocation by employees: 70 percent of the time should be devoted to Google’s core business of search and advertising, 20 percent to off-budget projects related to the core-business, and 10 percent to pursue ideas based on one’s own interest and competencies. There are also generous rewards and awards for implementing innovative ideas. Though employees perceive such systems as perks, the company sees these systems as “the seed corn for its future,” as it would ensure that entrepreneurial employees implement their innovative ideas within the company rather than go out and create a competing new venture. It is estimated that about 50 percent of Google’s new products are generated using the ‘free’ time that employees are granted