Erin Meyer

Reed Hastings

*** Longlisted for the 2020 Financial Times & McKinsey Business Book of the Year *** It's time to do things differently. Trust your team. Be radically honest. And never, ever try to please your boss. These are some of the ground rules if you work at Netflix. They are part of a unique cultural experiment that explains how the company has transformed itself at lightning speed from a DVD mail order service into a streaming superpower - with 190 million fervent subscribers and a market capitalisation that rivals the likes of Disney. Finally Reed Hastings, Netflix Chairman and CEO, is sharing the secrets that have revolutionised the entertainment and tech industries. With INSEAD business school professor Erin Meyer, he will explore his leadership philosophy - which begins by rejecting the accepted beliefs under which most companies operate - and how it plays out in practice at Netflix. From unlimited holidays to abolishing approvals, Netflix offers a fundamentally different way to run any organisation, one far more in tune with an ever-changing fast-paced world. For anyone interested in creativity, productivity and innovation, the Netflix culture is something close to a holy grail. This book will make it, and its creator, fully accessible for the first time.

Netflix and the Culture of Reinvention

No Rules Rules

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Jerks, slackers, sweet people with nonstellar performance, or pessimists left on the team will bring down the performance of everyone.

the last thing we want is our employ ees rewarded in December for attaining some goal fixed the previous January. The risk is that employees will focus on a target instead of spot what's best for the company in the present moment.

On the other hand, when you share a secret, it floods the receiver with feelings of confidence and loyalty. IfI tell you some huge mistake I made or share information that could sabotage my success, you think, Well, if she'd tell me that, she'd tell me anything. Your trust in me skyrockets. There is no better way to build trust quickly than to shine a light directly on a would-be secret.

Generally, I believed that if the dilemma is linked to an incident at work, everyone should be informed. But if the dilemma is linked to an employee's personal situation, it's up to that person to share details if he chooses.

When you succeed, speak about it softly or let others mention it for you. But when you make a mistake say it clearly and loudly, so that everyone can learn and profit from your errors. In other words, "Whisper wins and shout mistakes."

WVhen a bet fails, the manager must be careful to express interest in the takeaways but no condemnation.

On management not sharing what’s going on

I resented bitterly that they didn't trust me enough to tell me what was going on, despite the fact that I was working hard and committed to the company's success. They had some big secret that they were keeping from the entire workforce.

 If you're serious about talent density, you have to get in the habit of doing something a lot harder: firing a good employee when you think you can get a great one. One of the reasons this is so difficult in many companies is because business leaders are continually telling their employees, "We are a family." But a high-talent-density work environment is not a family.

 Patty said, "When I'm in meetings with people who more reserved, like Neil, I compensate for that person's quietness by talking more. When I'm with other talkative people, like Leslie, I don't have that problem. On my own team I have many quieter people who don't speak at all in our meetings. I'm going to start leaving the last ten minutes ofevery thirty- minute meeting for others to speak. If no one speaks well sit in silence."

WHEN ONE OF YOUR PEOPLE DOES SOMETHING DUMB DON'T BLAME THEM. INSTEAD ASK YOURSELF WHAT CONTEXT YOU FAILED TO SET. ARE YOU ARTICULATE AND INSPIRING ENOUGH IN EXPRESSING YOUR GOALS AND STRATEGY? HAVE YOU CLEARLY EXPLAINED ALL THE ASSUMPTIONS AND RISKS THAT WILL HELP YOUR TEAM TO MAKE GO0D DECISIONS? ARE YOU AND YOUR EMPLOYEES HIGHLY ALIGNED ON VISION AND 0BJECTIVES?

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