What I’d Do Differently If I Were Starting My First Job at Google Today: 10 Lessons for Leaders Entering Big Tech

When I got my first job at Google, I was ecstatic.

I’d made it. An MBA in hand, consulting experience under my belt, and now a seat at one of the most respected companies in the world.

But like many ambitious professionals stepping into Big Tech, I overestimated the systems and underestimated the importance of how I showed up—strategically, relationally, and personally.

Today, after more than a decade of leading teams inside Google and coaching executives across tech, I have a clearer view.

Here’s what I’d do differently if I were starting again—ten lessons for leaders stepping into the world of tech giants.

1. Don’t Just Do the Job. Learn Across the Org at Google.

Your role is your home base—not your cage.

At Google, I took internal courses like Coding for Non-Engineers, visited data centers, and joined trainings outside my function. I watched TGIFs religiously. They connected the dots. Mission to product. Team to company. Curiosity to impact.

Most tech companies, including Google, don’t run weekly all-hands like that anymore. But moments of alignment still matter.

This week’s Google I/O brought that feeling back.

Big bets. Product demos. Vision. Ambition. It reminded me of those Friday broadcasts that made you feel like you were part of something much bigger than your calendar or OKRs.

And here’s the thing: You don’t need to be an engineer or in product to engage deeply with your company’s future. But you do need to make time to step out of the bubble of your function. Whether you're an operator, marketer, or team lead—make space to understand the "why" behind the "what."

In Big Tech, you’re not just working a job. You’re in a learning lab.

Use it.

2. Perfectionism Slows You Down. Curiosity Speeds You Up at Google.

A coachee of mine—a product leader with 10+ years in consulting and tech—recently landed a senior role at a major tech company. Her instinct was to perform flawlessly from Day 1. But the real value came when she started asking questions others weren’t. When she traded polish for presence.

In tech, you won’t get penalized for not knowing.

You’ll get penalized for pretending you do.

3. Cross-Org Mentorship Is a Power Move

Some of my most important mentors at Google weren’t in my team—or even my org. They were in policy, engineering, and UX.

In large, matrixed environments, influence travels sideways. The most effective leaders aren’t just trusted by their manager. They’re known across the org.

Seek out diverse mentors. Understand how other departments think. You’ll make better decisions—and move faster with fewer blind spots.

4. Be Strategic With Your Time Off (From the Start)

Waiting until you’re burned out to rest isn’t sustainable.

I learned to take intentional pauses—during transitions, after big launches, and before making major career decisions.

These moments of pause gave me space to reflect:

→ Am I still growing?

→ Is this still aligned with who I want to become?

→ What’s my next stretch?

If you don’t regularly stop to zoom out, you risk speeding up in the wrong direction.

5. Explore New Functions Before You’re Ready

I changed orgs several times during my time at Google—from Ads to Partnerships to Cloud.

Each shift stretched me in new ways.

And each one felt like a calculated leap, not a straight promotion.

Too many professionals stay put out of fear of losing momentum. But in truth? Cross-functional experience is a competitive advantage.

If you’re in a company that supports internal mobility—use it.

6. You Belong. Now Stop Trying to Earn It.

In the early days, I was constantly trying to prove I deserved the seat. I overworked, over-prepared, over-apologized.

What I know now: They hired me for a reason.

Early confidence isn’t arrogance—it’s clarity.

You don’t need to outperform every day. Just focus on contributing meaningfully.

7. Speak Up—Even When You’re Not 100% Ready

There were meetings where I had strong ideas but kept quiet. I waited for the perfect phrasing, the perfect moment.

Which, of course, rarely came.

Today, I know: Leadership doesn't mean always being right. It’s being present, being in the arena consistently. 

Your voice matters. Use it early and often.

8. Don’t Equate Busyness with Impact at Google

In Big Tech, it’s easy to confuse a full calendar with meaningful contribution.

But high performance isn’t about hustle. It’s about leverage.

Ask yourself:

→ Am I solving the right problems?

→ Do I have thinking time built into my week?

→ Am I delegating effectively?

Work smarter. Establish intentional boundaries. And don’t glorify the grind.

9. Don’t Just Accept What You’re Given—Ask for More

When I got my offer at Google, I didn’t ask too many questions. I trusted the system. It’s

Google—they know what’s fair, right?

Wrong.

No company—not even Google—will advocate for you the way you can.

Today, I coach clients to:

✓ Ask for what they need

✓ Push for clarity

✓ Get curious about scope, resources, and trajectory

You’re not just accepting a job. You’re crafting a career.

10. Make Time for Structured Reflection

One practice I wish I’d built earlier: monthly reflection check-ins.

→ What did I learn this month?

→ What drained me—and what energized me?

→ Where do I want to be a year from now?

Without intentional reflection, it’s easy to get stuck. Even at a great company.

Stagnation in Big Tech is quiet and comfortable. Stay awake.

Final Thought

Working at Google was one of the most formative chapters of my career.

And like many leaders I now coach—especially those stepping into their first Big Tech role—

I know how overwhelming, thrilling, and high-pressure those first few months can be.

So if you’re there now (or heading that way soon), here’s what I’d offer:

→ Learn relentlessly

→ Lead boldly

→ Build relationships that outlast your title

→ Stay curious

→ And don’t wait until you’re “ready” to grow

Your seat is earned.

Now make it count.

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Hi! I'm Merve! 

I help organizations and individuals build culturally intelligent, values-driven leadership—rooted in real impact.

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