Editing Larry Page (section)

==== Early management style ====
During his first tenure as CEO, Page embarked on an attempt to fire all of Google's project managers in 2001. Page's plan involved all of Google's engineers reporting to a VP of engineering, who would then report directly to him—Page explained that he did not like non-engineers supervising engineers due to their limited technical knowledge.<ref name="Car"/> Page even documented his management tenets for his team to use as a reference:
* Do not delegate: Do everything you can yourself to make things go faster.
* Do not get in the way if you're not adding value. Let the people doing the work talk to each other while you go do something else.
* Do not be a [[bureaucrat]].
* Ideas are more important than age. Just because someone is junior does not mean they do not deserve respect and cooperation.
* The worst thing you can do is stop someone from doing something by saying, "No. Period." If you say no, you have to help them find a better way to get it done.<ref name="Car"/>

Even though Page's new model was unsustainable and led to disgruntlement among the affected employees, his issue with engineers being managed by non-engineering staff gained traction.<ref name="Max"/> Page also believed that the faster Google's search engine returned answers, the more it would be used. He fretted over [[milliseconds]] and pushed his engineers—from those who developed [[algorithm]]s to those who built [[data center]]s—to think about [[Latency (engineering)|lag times]]. He also pushed for keeping Google's home page famously sparse in its design because it would help the page load faster.<ref name="fortune.com"/>