The Nightly On Leadership: Google’s Australia and NZ boss Melanie Silva in search of the whole self package

Melanie Silva, the managing director and vice-president of Google Australia and New Zealand, opens up on working at the global tech behemoth, fostering inclusivity, staying curious and — despite her stellar success to date — hints her best days may still be yet to come ...

There is no typical day at Google

Like most folks I have regular standing meetings but the topics are wide and varied, and sprinkled around these are an incredible spectrum of discussions with Googlers in Australia and New Zealand and all over the world, clients and partners that span a huge range of industries.

The energy at Google, the culture, the pace of change, is something that’s really unique — and it’s a big part of what makes every day different.

I’m a passionate student of leadership

I’m a lifelong learner in this area. I work to create a culture where people can bring their whole self to work, not their best self, but their whole self.

One of the most important things to me about leadership is creating an environment where people feel they can speak up. Because an inclusive and diverse culture only survives on the basis of leaders knowing what is going on, where people feel safe to say things at any level.

As a leader I’m approachable, focused and straight-talking. I bring an extraordinary amount of passion to my work and you don’t die wondering with me, but my team knows they can always count on me for support and to bring levity to a situation.

Collaboration doesn’t mean consensus

I think earlier in my career, I tried to get everyone to agree before making a decision, now I try to set the norm that we may disagree but we need to commit in the meeting and have each other’s back.

No decision is ever risk-free, but in the room I try to make sure everyone is able to share their perspectives and air their concerns.

Don’t be afraid to take risks

It’s impossible to overstate how important and powerful it is to put your hand up for opportunities that stretch you. It’s how I moved into tech from banking. I was working at AMP, at my desk, and I heard someone talking about a new internet project they were working on and I put my hand up there and then and volunteered for this big and new opportunity.

That little spark — asking and putting your hand up — can be really powerful. And that’s really the essence of my career journey full stop — taking a risk, asking a question, leaning in and stretching yourself a little bit more than you should be stretched at that point.

The right questions spark debate

It’s a key principle we have at Google — don’t get overly fixated on the solution, instead focus on the problem and truly understand it. That’s how you’ll solve it, that’s how you’ll identify risk, and make the most of opportunity.

A good example is what’s happening with AI. It’s the No. 1 topic I am asked about by leaders across the country. Leaders and boards need to be focused on more than just the answer to the question; “how can I use AI?” and instead focus on the problem — and ask your senior people the probing and provocative questions that will get them to focus on the problem too.

I strive for forward momentum

So many of the things we work on are really about lasting impact and while it seems like the pace of change is fast, that only happens when you are constantly nudging forward. Technology has always offered great hope in this way, solving complex problems that benefit many people.

That’s one of the goals behind our $1 billion Digital Future Initiative — our biggest ever investment in Australian technology, research and partnerships. These projects are looking to solve massive problems with huge scientific breakthroughs but they require a lot of work behind the scenes, and a lot of grit, shoving past a lot of nos to get to a yes.

Stay curious

I like to prioritise learning. I read a lot, listen to a lot of podcasts and tap people on the shoulder for a chat if I want to find out more. But by far, one of the most impactful things I’ve done is to give myself the time and space to think about the big picture. I do this through “thinking days”, which have been a real game changer for me.

A few years ago, I realised I was beholden to my diary and not finding the time to think through the challenges and opportunities. So, once every six weeks, I clear the diary for a thinking day where I give myself the time to think through three topics, with an hour and a half on each. I come out of those days with clearer priorities, and often a long list of questions for my team.

My biggest success

Might still be to come. So talk to me when I retire.