Google Spreadsheets Quotes

Allegedly there was a Google Docs spreadsheet where it was being kept track of, but no one could agree on where it was.

After several rounds of interviews with Google’s founders, they offered me a job. My bank account was diminishing quickly, so it was time to get back to paid employment, and fast. In typical—and yes, annoying—MBA fashion, I made a spreadsheet and listed my various opportunities in the rows and my selection criteria in the columns. I compared the roles, the level of responsibility, and so on. My heart wanted to join Google in its mission to provide the world with access to information, but in the spreadsheet game, the Google job fared the worst by far. I went back to Eric and explained my dilemma. The other companies were recruiting me for real jobs with teams to run and goals to hit. At Google, I would be the first “business unit general manager,” which sounded great except for the glaring fact that Google had no business units and therefore nothing to actually manage. Not only was the role lower in level than my other options, but it was entirely unclear what the job was in the first place. Eric responded with perhaps the best piece of career advice that I have ever heard. He covered my spreadsheet with his hand and told me not to be an idiot (also a great piece of advice). Then he explained that only one criterion mattered when picking a job—fast growth. When

I have a whole spreadsheet dedicated to episodes of Disappeared, where I Google the cases every few months to see if they solved what happened to the people yet. Music sounds like a much healthier obsession.

The Instagram versus Hipstamatic story is perhaps the canonical example of a strategy made famous by Chris Dixon’s 2015 essay “Come for the tool, stay for the network.” Chris writes: A popular strategy for bootstrapping networks is what I like to call “come for the tool, stay for the network.” The idea is to initially attract users with a single-player tool and then, over time, get them to participate in a network. The tool helps get to initial critical mass. The network creates the long term value for users, and defensibility for the company.40 There are many other examples across many sectors beyond photo apps: The Google Suite provides stand-alone tools for people to create documents, spreadsheets, and presentations, but also network features around collaborative editing, and comments. Games like Minecraft or even classics like Street Fighter can be played in single-player mode where you play against the computer, or multiplayer mode where you play with friends. Yelp started out effectively as a directory tool for people to look up local businesses, showing addresses and phone numbers, but the network eventually built out the database of photos and reviews. LinkedIn started as a tool to put your resume online, but encouraged you to build up your professional network over time. “Come for the tool, stay for the network” circumvents the Cold Start Problem and makes it easier to launch into an entire network—with PR, paid marketing, influencers, sales, or any number of tried-and-true channels. It minimizes the size requirement of an atomic network and in turn makes it easy to take on an entire network. Whether it’s photo-sharing apps or restaurant directories, in the framework of the Cold Start Theory, this strategy can be visualized. In effect, a tool can be used to “prop up” the value of the network effects curve when the network is small.

Google Drive has many uses. However, if I had to name the killer feature, it would be the ability to instantly create or edit online documents, spreadsheets, presentations and other types of files from any Web browser connected to the Internet. It’s a cheap, quick and effective substitute for Microsoft Office.

In a tiny company like mine, it’s up to the owner to invent the way the company operates and to design the systems that keep track of what is happening. Fortunately, I find this to be an interesting challenge. If I had wanted to build only furniture, I could have kept myself very busy, but the company would not have grown. Without a rational way to handle information, we would have descended into permanent chaos. Thinking about information is different from ordinary work. The challenge is to find good ways, using data, to describe what’s happening in the real world. It’s aligning the description of the company with the activities of the company. My job as boss is to monitor both of these and to continually modify the description to fit the reality. My employees can’t do it—they each work on their piece of the process. I’m the only one who sees everything. I decide what to keep track of, and how to do it. I have two information systems. First, there’s my subjective impressions of the state of the shop, the mood of the workers, the eagerness of the customers, drawn from my observations and conversations. The second is objective, actual data that lives in separate fiefdoms: the accounting system, in QuickBooks; the contract and productions system, in FileMaker; e-mails and customer folders sit on our server; AdWords data lives in the cloud. So do our shared Google Docs spreadsheets, which act as supplementary databases. There are also a bunch of Excel sheets, dating back to 1997, when I first computerized (twelve years after starting the company). None of these subsystems talk to one another. Information passes between them via the people who use it. I’m the only person in the company who knows how it all fits together.

From Microsoft OneNote, Google Keep, and Apple Notes to Notion and Evernote, digital notes apps have four powerful characteristics that make them ideal for building a Second Brain. They are: Multimedia: Just like a paper notebook might contain drawings and sketches, quotes and ideas, and even a pasted photo or Post-it, a notes app can store a wide variety of different kinds of content in one place, so you never need to wonder where to put something. Informal: Notes are inherently messy, so there’s no need for perfect spelling or polished presentation. This makes it as easy and frictionless as possible to jot things down as soon as they occur to you, which is essential to allow nascent ideas to grow. Open-ended: Taking notes is a continuous process that never really ends, and you don’t always know where it might lead. Unlike more specialized kinds of software that are designed to produce a specific kind of output (such as slide decks, spreadsheets, graphics, or videos), notes are ideal for free-form exploration before you have a goal in mind. Action-oriented: Unlike a library or research database, personal notes don’t need to be comprehensive or precise. They are designed to help you quickly capture stray thoughts so you can remain focused on the task at hand.

So to create what he hoped would be an exciting alternative to consumption, he started a bank at his house (and on a Google spreadsheet) that pays about 20 percent in annual interest. That’s

As an example, here are a few of the more popular social media IFTTT tasks that may help you organize your social media: • Send all your Tweets to a Google spreadsheet. • Update your Twitter profile picture when you update your Facebook profile picture. • Automatically Tweet your Facebook status updates. • Post all pictures posted to Instagram on Twitter. • Archive photos you are tagged in on Facebook to Dropbox. • Archive all links you share on Facebook to a single file in Evernote. • Archive all photos you “like” on Instagram to Dropbox. • Have your iPhone pictures emailed to you as you take them.

Typically, the most valuable knowledge workers are the ones who thrive in the straitjacketed world of corporate process, by building deep expertise in a narrow set of skills. (“Morty? He’s our spreadsheet guy. Vicki? She’s our warehouse go-to. Pete? He runs the basketball pool.”) They don’t seek mobility; organizational status quo is where they excel. Great companies such as IBM, General Electric, General Motors, and Johnson & Johnson offer management tracks for people with the greatest potential, whereby these stars rotate in and out of different roles every two years or so. But this approach emphasizes the development of management skills, not technical ones. As a result, most knowledge workers in traditional environments develop deep technical expertise but little breadth, or broad

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