This document summarizes Netflix's company culture, which focuses on high performance and freedom with responsibility. Some key aspects include:
- Values are demonstrated by who gets rewarded and promoted, not just nice words.
- Netflix values behaviors like judgment, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness in employees.
- The culture aims to have "stunning colleagues" and functions like a pro sports team by hiring and cutting employees strategically to achieve excellence.
- Freedom and responsibility are emphasized over strict rules and control as the company grows, in order to attract innovative talent and sustain success through market changes.
This document outlines Netflix's culture of freedom and responsibility. Some key points:
- Netflix focuses on attracting and retaining "stunning colleagues" through a high-performance culture rather than perks. Managers use a "Keeper Test" to determine which employees they would fight to keep.
- The culture emphasizes values over rules. Netflix aims to minimize complexity as it grows by increasing talent density rather than imposing processes. This allows the company to maintain flexibility.
- Employees are given significant responsibility and freedom in their roles, such as having no vacation tracking or expense policies beyond acting in the company's best interests. The goal is to avoid chaos through self-discipline rather than controls.
- Providing
This document summarizes a case study comparing two beer sale and delivery teams, called the Underdog and Topdog teams. It discusses their different structures, leadership styles, compositions, processes, and effectiveness. The Underdog team had a large sales area, lacked communication, and found long-term planning difficult. The Topdog team had a smaller area, equal skills among members, good communication, and clashes of ideas that led to productivity through proper coordination. The document concludes that team performance depends on teamwork and how effectively they use their potential, as the Topdog team was more productive despite using a traditional selling concept.
The document summarizes the culture and values of LinkedIn. It describes LinkedIn's culture as one focused on transformation, with three types of transformation: of self, of the company, and of the world. It emphasizes values like integrity, collaboration, humor, and results. The document also outlines LinkedIn's operating principles that guide the company, which include putting members first, valuing relationships, demanding excellence, and taking intelligent risks.
This document provides guidance on developing an effective brand positioning statement. It discusses defining the target customer and their needs and wants. It also covers identifying the competitive landscape and where the brand can win based on what it does best relative to competitors. The document provides worksheets and frameworks to brainstorm functional and emotional benefits and cluster them around themes. It then advises filtering these benefits down to the most motivating and ownable ones to serve as the core message. Supporting claims and features are also discussed. The goal is to develop a concise brand positioning statement that clearly communicates who the brand serves, what key benefit it provides, and why customers should believe in it.
Check out these fifteen steps to master the art (not the science) of persuasion. How can you influence others to land that thing you want so you can go out and #DoTheThing
The document discusses how to build a values-driven startup by establishing an inspiring vision, effective strategy, core values, observable behaviors, organizational practices, and key metrics that align. It emphasizes defining values based on the founder's personal values, market needs, and what enables the team to thrive. Values are brought to life through behaviors and practices, and success is measured with key metrics. The overall goal is to build companies that not only generate wealth but also enrich people's lives.
Creating A Workplace Culture Of Respect And Trustbradbaso
The document outlines activities for a leadership seminar focused on creating a workplace culture of respect. It includes discussions of workplace incivility, identifying characteristics of a respectful workplace, applying the golden rule and platinum rule, addressing core employee concerns, assessing personal conflict resolution styles, and strategies for building relationships through articles and LinkedIn.
This document outlines Netflix's culture of freedom and responsibility. It discusses that Netflix values high performance over loyalty or effort. The document emphasizes that Netflix aims to attract and retain "stunning colleagues" who embody nine key values: judgment, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness. It explains Netflix gives employees freedom but expects responsibility in return. Those who do not meet performance standards are let go, to make way for higher performers. The goal is to sustain success over many generations by maintaining a culture of excellence.
This document outlines Netflix's culture of freedom and responsibility. Some key points:
- Netflix focuses on attracting and retaining "stunning colleagues" through a high-performance culture rather than perks. Managers use a "Keeper Test" to determine which employees they would fight to keep.
- The culture emphasizes values over rules. Netflix aims to minimize complexity as it grows by increasing talent density rather than imposing processes. This allows the company to maintain flexibility.
- Employees are given significant responsibility and freedom in their roles, such as having no vacation tracking or expense policies beyond acting in the company's best interests. The goal is to avoid chaos through self-discipline rather than controls.
- Providing
This document summarizes a case study comparing two beer sale and delivery teams, called the Underdog and Topdog teams. It discusses their different structures, leadership styles, compositions, processes, and effectiveness. The Underdog team had a large sales area, lacked communication, and found long-term planning difficult. The Topdog team had a smaller area, equal skills among members, good communication, and clashes of ideas that led to productivity through proper coordination. The document concludes that team performance depends on teamwork and how effectively they use their potential, as the Topdog team was more productive despite using a traditional selling concept.
The document summarizes the culture and values of LinkedIn. It describes LinkedIn's culture as one focused on transformation, with three types of transformation: of self, of the company, and of the world. It emphasizes values like integrity, collaboration, humor, and results. The document also outlines LinkedIn's operating principles that guide the company, which include putting members first, valuing relationships, demanding excellence, and taking intelligent risks.
This document provides guidance on developing an effective brand positioning statement. It discusses defining the target customer and their needs and wants. It also covers identifying the competitive landscape and where the brand can win based on what it does best relative to competitors. The document provides worksheets and frameworks to brainstorm functional and emotional benefits and cluster them around themes. It then advises filtering these benefits down to the most motivating and ownable ones to serve as the core message. Supporting claims and features are also discussed. The goal is to develop a concise brand positioning statement that clearly communicates who the brand serves, what key benefit it provides, and why customers should believe in it.
Check out these fifteen steps to master the art (not the science) of persuasion. How can you influence others to land that thing you want so you can go out and #DoTheThing
The document discusses how to build a values-driven startup by establishing an inspiring vision, effective strategy, core values, observable behaviors, organizational practices, and key metrics that align. It emphasizes defining values based on the founder's personal values, market needs, and what enables the team to thrive. Values are brought to life through behaviors and practices, and success is measured with key metrics. The overall goal is to build companies that not only generate wealth but also enrich people's lives.
Creating A Workplace Culture Of Respect And Trustbradbaso
The document outlines activities for a leadership seminar focused on creating a workplace culture of respect. It includes discussions of workplace incivility, identifying characteristics of a respectful workplace, applying the golden rule and platinum rule, addressing core employee concerns, assessing personal conflict resolution styles, and strategies for building relationships through articles and LinkedIn.
This document outlines Netflix's culture of freedom and responsibility. It discusses that Netflix values high performance over loyalty or effort. The document emphasizes that Netflix aims to attract and retain "stunning colleagues" who embody nine key values: judgment, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness. It explains Netflix gives employees freedom but expects responsibility in return. Those who do not meet performance standards are let go, to make way for higher performers. The goal is to sustain success over many generations by maintaining a culture of excellence.
I often refer to The Netflix Culture Deck in presentations to companies when I speak about alignment and line of sight between departmental or branch goal with the overall wildly important strategic goals, mission, vision, and values.
This document discusses the importance of beginning with the end in mind when setting goals and direction in life. It emphasizes creating a clear mental vision or "personal mission statement" that is aligned with one's principles and values. This first creation then guides the physical creation or execution of goals and plans. The document also discusses identifying one's core or "center" to ensure goals and direction are based on correct principles rather than external factors. Finally, it discusses how developing a personal mission statement can provide internal guidance and a standard to measure oneself against in life.
Glints is a recruitment platform in Asia focused on young talent. Their vision is to become the #1 platform for companies to build successful teams with young talent and disrupt the traditional recruitment industry. Their purpose is to help companies build successful teams to achieve their missions and higher productivity, which creates better opportunities for young talent to realize their potential. Their mission is to help companies build successful teams by placing suitable candidates and building company brand awareness. Their culture, called #RIBCO, is defined by values of being relentlessly resourceful, having integrity, having a beginner's mindset, having clarity of thought, and taking ownership.
Dale Carnegie's book "How to Win Friends and Influence People" provides techniques for improving relationships and becoming a better leader. It was first published in 1937 and has since sold over 15 million copies. The book outlines principles for dealing with people such as avoiding criticism, giving sincere appreciation, being genuinely interested in others, being a good listener, and talking about other people's interests. It also provides guidance on how to change people's minds without causing offense and how to be an effective leader through praise and building trust. The book continues to be widely relevant for improving interpersonal skills.
The Amazon Leadership Principles outline the expectations for leaders at Amazon. They include 14 principles such as customer obsession, ownership, invent and simplify, bias for action, and deliver results. Leaders are expected to start with the customer, think long term, innovate and simplify processes, make timely decisions while managing risk, and deliver high quality results despite setbacks. The principles are used daily across Amazon to guide decisions, projects, and interviews.
Created for company team training on DiSC Personality Profiles. I took basic talking points and tried to make them visually interesting, personifying each of the four types with an animal and primary color scheme.
This document discusses the first habit of highly effective people - being proactive. It defines proactivity as taking responsibility for one's own behavior and decisions rather than blaming external factors. Proactive people focus on problems they can directly influence and solve, while reactive people focus on issues outside their control. The document encourages readers to expand their circle of influence by making and keeping commitments, focusing on self-improvement, and responding constructively to challenges.
Value Proposition for Inclusive LeadershipFreddie Alves
A presentation describing the value proposition for inclusive leadership and a description of the approach that leaders can take to managing diversity for performance improvement.
This document discusses the concept of being proactive based on the work of Stephen Covey. It defines proactive behavior as making choices independent of outside conditions by using the space between a stimulus and response. Proactive people take responsibility for their behavior and choices, do not blame others, and are able to control how they respond to circumstances. In contrast, reactive people allow outside influences to control their responses and blame conditions for their behavior. The document provides examples of proactive versus reactive language and suggests ways to develop more proactive behavior through self-awareness tests and setting goals.
A study of Emotional intelligence and LeadershipAnuj Suneja
The document discusses leadership styles and emotional intelligence. It summarizes research that found:
1) Authoritative leadership style positively correlates with self-awareness, while democratic leadership positively correlates with both self-awareness and self-management.
2) No significant relationship was found between laissez-faire leadership and emotional intelligence.
3) The study of managers found that women had higher overall emotional intelligence and scores on individual dimensions than men.
ReadySetPresent (Challenging Employees PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Every workplace can be filled with “different and unique” personalities. Knowing how to react and handle these sometimes challenging employees is a critical ability to develop. Challenging Employees PowerPoint Presentation Content slides include topics such as: 20 slides on the 5 different personalities: the bull – the fox – the time bomb - the whiner – and the wall, with their qualities and specific strategies for each, 20 slides with tips for dealing with difficult people, 6 Q&A slides on dealing with different situations, 25 slides on giving and receiving feedback, 9 points on controlling anger, and 9 techniques on increasing employee enthusiasm and more!
This document is a book review of "The $100 Startup" by Chris Guillebeau. It summarizes the book in 4 sections - a book summary, learning points and highlights from inspiring startup stories, the reviewer's personal viewpoints, and new words learned. The review highlights 3 startup examples profiled in the book, key takeaways about how the game has changed for startups with technology and transferable skills, and tips for product creation and launching a business successfully.
A presentation I did recently for employees at Reykjavik city.
They wanted to know how to be leaders in their own lives.
I think the best way to do so is to practice good self-leadership and work on your 360° Success, in work and life.
The document contrasts a fixed mindset, where intelligence and abilities are seen as innate traits that cannot change, versus a growth mindset, where intelligence and abilities are things that can be developed through effort. Those with a fixed mindset believe effort is not important, avoid challenges, and feel threatened by others' success, while those with a growth mindset believe effort is key, embrace challenges, and are inspired by others' achievements. The document advocates adopting a growth mindset for learning and improving.
The document outlines seven elements of a success mindset: 1) Desire, with motivation coming from a burning desire to achieve a purpose. 2) Commitment and integrity in keeping commitments. 3) Responsibility in accepting responsibilities, taking risks, and determining one's own destiny. 4) Hard work, as excellence requires preparation and sacrifice. 5) Positive believing through preparation and confidence. 6) The power of persistence in finishing what one starts through commitment and determination of purpose. 7) Pride of performance in taking pride in one's best work with humility.
Team training involves activities designed to improve team performance in businesses, schools, sports teams, and other organizations. It focuses on self-development, communication, leadership, and problem-solving skills to help teams work together effectively. Exercises range from simple bonding activities to complex simulations and multi-day retreats. Reasons for team training include improving communication, making the workplace more enjoyable, motivating employees, setting shared goals, identifying strengths, and boosting productivity and collaboration.
Drew Houston, founder and CEO of Dropbox, discusses the challenges of scaling the company from 20 employees and 5 million users to over 55 employees and 25 million users. Some key points are: hiring fewer but better engineers to reduce coordination needs; keeping engineering teams small and loosely coupled; focusing on building the right things instead of moving fast; and using metrics and processes like OKRs to increase predictability as the company grows.
The document summarizes a 3-day training on "The 7 Habits of Highly Effective People" conducted by Franklin Covey South Asia in February 2004. The training covered the objectives of sharing learning around the 7 habits and key concepts like the A-STAR model, emotional bank account, maturity continuum, basic change model, and third-person teaching. It provided overviews and explanations of each of the 7 habits, which are designed to help people achieve private and public victory in their personal, interpersonal, managerial and organizational effectiveness.
The Netflix Culture document. A template for Culture in your company.Brent Spilkin
Sheryl Sandberg has called it one of the most important documents ever to come out of Silicon Valley. It’s been viewed more than 5 million times on the web. But when Reed Hastings and I (along with some colleagues) wrote a PowerPoint deck explaining how we shaped the culture and motivated performance at Netflix, where Hastings is CEO and I was chief talent officer from 1998 to 2012, we had no idea it would go viral. We realized that some of the talent management ideas we’d pioneered, such as the concept that workers should be allowed to take whatever vacation time they feel is appropriate, had been seen as a little crazy (at least until other companies started adopting them). But we were surprised that an unadorned set of 127 slides—no music, no animation—would become so influential.
The document discusses Netflix's company culture, which focuses on high performance and freedom with responsibility. Some key aspects of the culture include valuing behaviors like judgment, communication, impact, curiosity, and honesty over job titles. Netflix aims to attract and retain "stunning colleagues" through this culture rather than perks. Underperformers receive severance packages rather than unlimited loyalty. The document argues this culture allows Netflix to avoid bureaucracy that can stifle innovation as companies grow.
I often refer to The Netflix Culture Deck in presentations to companies when I speak about alignment and line of sight between departmental or branch goal with the overall wildly important strategic goals, mission, vision, and values.
This document discusses the importance of beginning with the end in mind when setting goals and direction in life. It emphasizes creating a clear mental vision or "personal mission statement" that is aligned with one's principles and values. This first creation then guides the physical creation or execution of goals and plans. The document also discusses identifying one's core or "center" to ensure goals and direction are based on correct principles rather than external factors. Finally, it discusses how developing a personal mission statement can provide internal guidance and a standard to measure oneself against in life.
Glints is a recruitment platform in Asia focused on young talent. Their vision is to become the #1 platform for companies to build successful teams with young talent and disrupt the traditional recruitment industry. Their purpose is to help companies build successful teams to achieve their missions and higher productivity, which creates better opportunities for young talent to realize their potential. Their mission is to help companies build successful teams by placing suitable candidates and building company brand awareness. Their culture, called #RIBCO, is defined by values of being relentlessly resourceful, having integrity, having a beginner's mindset, having clarity of thought, and taking ownership.
Dale Carnegie's book "How to Win Friends and Influence People" provides techniques for improving relationships and becoming a better leader. It was first published in 1937 and has since sold over 15 million copies. The book outlines principles for dealing with people such as avoiding criticism, giving sincere appreciation, being genuinely interested in others, being a good listener, and talking about other people's interests. It also provides guidance on how to change people's minds without causing offense and how to be an effective leader through praise and building trust. The book continues to be widely relevant for improving interpersonal skills.
The Amazon Leadership Principles outline the expectations for leaders at Amazon. They include 14 principles such as customer obsession, ownership, invent and simplify, bias for action, and deliver results. Leaders are expected to start with the customer, think long term, innovate and simplify processes, make timely decisions while managing risk, and deliver high quality results despite setbacks. The principles are used daily across Amazon to guide decisions, projects, and interviews.
Created for company team training on DiSC Personality Profiles. I took basic talking points and tried to make them visually interesting, personifying each of the four types with an animal and primary color scheme.
This document discusses the first habit of highly effective people - being proactive. It defines proactivity as taking responsibility for one's own behavior and decisions rather than blaming external factors. Proactive people focus on problems they can directly influence and solve, while reactive people focus on issues outside their control. The document encourages readers to expand their circle of influence by making and keeping commitments, focusing on self-improvement, and responding constructively to challenges.
Value Proposition for Inclusive LeadershipFreddie Alves
A presentation describing the value proposition for inclusive leadership and a description of the approach that leaders can take to managing diversity for performance improvement.
This document discusses the concept of being proactive based on the work of Stephen Covey. It defines proactive behavior as making choices independent of outside conditions by using the space between a stimulus and response. Proactive people take responsibility for their behavior and choices, do not blame others, and are able to control how they respond to circumstances. In contrast, reactive people allow outside influences to control their responses and blame conditions for their behavior. The document provides examples of proactive versus reactive language and suggests ways to develop more proactive behavior through self-awareness tests and setting goals.
A study of Emotional intelligence and LeadershipAnuj Suneja
The document discusses leadership styles and emotional intelligence. It summarizes research that found:
1) Authoritative leadership style positively correlates with self-awareness, while democratic leadership positively correlates with both self-awareness and self-management.
2) No significant relationship was found between laissez-faire leadership and emotional intelligence.
3) The study of managers found that women had higher overall emotional intelligence and scores on individual dimensions than men.
ReadySetPresent (Challenging Employees PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Every workplace can be filled with “different and unique” personalities. Knowing how to react and handle these sometimes challenging employees is a critical ability to develop. Challenging Employees PowerPoint Presentation Content slides include topics such as: 20 slides on the 5 different personalities: the bull – the fox – the time bomb - the whiner – and the wall, with their qualities and specific strategies for each, 20 slides with tips for dealing with difficult people, 6 Q&A slides on dealing with different situations, 25 slides on giving and receiving feedback, 9 points on controlling anger, and 9 techniques on increasing employee enthusiasm and more!
This document is a book review of "The $100 Startup" by Chris Guillebeau. It summarizes the book in 4 sections - a book summary, learning points and highlights from inspiring startup stories, the reviewer's personal viewpoints, and new words learned. The review highlights 3 startup examples profiled in the book, key takeaways about how the game has changed for startups with technology and transferable skills, and tips for product creation and launching a business successfully.
A presentation I did recently for employees at Reykjavik city.
They wanted to know how to be leaders in their own lives.
I think the best way to do so is to practice good self-leadership and work on your 360° Success, in work and life.
The document contrasts a fixed mindset, where intelligence and abilities are seen as innate traits that cannot change, versus a growth mindset, where intelligence and abilities are things that can be developed through effort. Those with a fixed mindset believe effort is not important, avoid challenges, and feel threatened by others' success, while those with a growth mindset believe effort is key, embrace challenges, and are inspired by others' achievements. The document advocates adopting a growth mindset for learning and improving.
The document outlines seven elements of a success mindset: 1) Desire, with motivation coming from a burning desire to achieve a purpose. 2) Commitment and integrity in keeping commitments. 3) Responsibility in accepting responsibilities, taking risks, and determining one's own destiny. 4) Hard work, as excellence requires preparation and sacrifice. 5) Positive believing through preparation and confidence. 6) The power of persistence in finishing what one starts through commitment and determination of purpose. 7) Pride of performance in taking pride in one's best work with humility.
Team training involves activities designed to improve team performance in businesses, schools, sports teams, and other organizations. It focuses on self-development, communication, leadership, and problem-solving skills to help teams work together effectively. Exercises range from simple bonding activities to complex simulations and multi-day retreats. Reasons for team training include improving communication, making the workplace more enjoyable, motivating employees, setting shared goals, identifying strengths, and boosting productivity and collaboration.
Drew Houston, founder and CEO of Dropbox, discusses the challenges of scaling the company from 20 employees and 5 million users to over 55 employees and 25 million users. Some key points are: hiring fewer but better engineers to reduce coordination needs; keeping engineering teams small and loosely coupled; focusing on building the right things instead of moving fast; and using metrics and processes like OKRs to increase predictability as the company grows.
The document summarizes a 3-day training on "The 7 Habits of Highly Effective People" conducted by Franklin Covey South Asia in February 2004. The training covered the objectives of sharing learning around the 7 habits and key concepts like the A-STAR model, emotional bank account, maturity continuum, basic change model, and third-person teaching. It provided overviews and explanations of each of the 7 habits, which are designed to help people achieve private and public victory in their personal, interpersonal, managerial and organizational effectiveness.
The Netflix Culture document. A template for Culture in your company.Brent Spilkin
Sheryl Sandberg has called it one of the most important documents ever to come out of Silicon Valley. It’s been viewed more than 5 million times on the web. But when Reed Hastings and I (along with some colleagues) wrote a PowerPoint deck explaining how we shaped the culture and motivated performance at Netflix, where Hastings is CEO and I was chief talent officer from 1998 to 2012, we had no idea it would go viral. We realized that some of the talent management ideas we’d pioneered, such as the concept that workers should be allowed to take whatever vacation time they feel is appropriate, had been seen as a little crazy (at least until other companies started adopting them). But we were surprised that an unadorned set of 127 slides—no music, no animation—would become so influential.
The document discusses Netflix's company culture, which focuses on high performance and freedom with responsibility. Some key aspects of the culture include valuing behaviors like judgment, communication, impact, curiosity, and honesty over job titles. Netflix aims to attract and retain "stunning colleagues" through this culture rather than perks. Underperformers receive severance packages rather than unlimited loyalty. The document argues this culture allows Netflix to avoid bureaucracy that can stifle innovation as companies grow.
The document discusses Netflix's company culture, which focuses on high performance and freedom with responsibility. Some key aspects of the culture include valuing behaviors like judgment, communication, impact, curiosity, and honesty over job titles or tenure. Netflix aims to attract and retain "stunning colleagues" through this culture rather than perks. Underperformers receive severance packages rather than unlimited loyalty. The document argues this culture allows Netflix to avoid bureaucracy that can stifle innovation as companies grow.
Manifesto Netflix: o documento que pode mudar o formato das empresas
Antes de começar a falar do conteúdo desse manifesto, vale destacar o tom visionário que ele tem (publicado em 01 de agosto de 2009) e que antevê muitas coisas que até hoje não vemos em multinacionais/marcas globais estruturadas, mas ainda engessadas.
Outro ponto que vale destaque é o que o "número 2 do Facebook", Sheryl Sandberg disse: “Provavelmente este é o documento mais importante que já saiu do Vale do Silício.”
Do que se trata o manifesto Netflix:
É um documento meio código de conduta meio manual de cultura organizacional, que traz os valores da empresa e a forma como ela enxerga que seus colaboradores precisam se comportar. Esse manifesto possui 124 telas, mas trouxe aqui os tópicos que mais me chamaram atenção pela ousadia e originalidade:
Criatividade é o mais importante: no trabalho processual boas ideias são 2x melhores que a média. Na indústria da criatividade as melhores são até 10x mais;
Priorize descobertas ao invés de segurança para os funcionários: empresas de internet geralmente não têm órgãos trabalhistas com leis bem definidas para seus colaboradores (e mesmo assim sempre figuram entre as melhores para se trabalhar) por isso, mostre pra ele que ele pode realizar grandes descobertas;
Decisões são tomadas em consenso coletivo: o manifesto prega que geralmente erros ou mal entendidos são problemas de comunicação. Pronto, problema resolvido;
Férias ilimitadas: você decide quando volta a trabalhar. E esse empoderamento passado para o colaborador trouxe autonomia e melhores resultados para a empresa. O Netflix orgulhosamente também substituiu todo o aparato burocrático relacionado a custos de viagens com algumas palavras “Haja com as melhores intenções aos interesses do Netflix.”
"Somos um time, e não uma família": a ideia é ser um time desportivo profissional e não um monte de crianças na recreação.
Entendeu por que o manifesto pode mudar a forma como as empresas são construídas hoje? A contracultura de empresa engessada, que prioriza o invariável e o que rentabiliza deve ser mexido levemente pra trazer ainda mais rentabilidade (isso quando se pode mexer), enquanto que o Netflix prioriza a incerteza, o poder da criatividade e da chance de correção no meio do caminho, e principalmente prioriza a confiança no colaborador, no valor percebido por ele de trabalhar numa empresa que faz a diferença na sociedade e que seu propósito vai de encontro com o dele. Ainda, valoriza o espaço concedido para sua vida pessoal, apesar do trabalho intenso.
Claro que pensar que esse modelo de liberdade aplicado para todas as empresas é utopia - e até errado - já que para uma empresa que precisa da criatividade o manifesto é mesmo ideal. Claro que o gesso e o balizamento são essenciais em determinados ramos de atividade mas, até empresas assim podem aprender um pouco com o manifesto.
.
Redigida por
Ivan Alves Nogueira
NETFLIX: Cultura de Responsabilidad y LibertadBrenda Treviño
The document discusses Netflix's company culture, which focuses on high performance and values like judgment, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness. Netflix aims to attract and retain only top talent, believing the best employees are 10x more productive than average ones. It outlines Netflix's practices of adequate performance resulting in severance, treating employees as a pro sports team where not all deserve to stay, and increasing employee freedom rather than limiting it as the company grows.
In Module One you developed the ZOPA (zone of possible agreementrafbolet0
This document provides an overview of Netflix's culture, which focuses on high performance, freedom and responsibility. It discusses how Netflix aims to minimize rules and complexity as the company grows, instead relying on hiring high-performing employees. This allows Netflix to maintain flexibility and avoid becoming bureaucratic. The document also gives examples of how Netflix provides employees freedom and responsibility in areas like vacation policies, expenses and gift policies.
For your final project you are helping prepare Sharon Slade, theSusanaFurman449
For your final project you are helping prepare Sharon Slade, the chief human resources officer of Netflix, for a serious performance discussion with Alice Jones, who may be at risk of being terminated. One key component of your preparation is evaluating the organizational culture at Netflix and assisting Sharon Slade in demonstrating the skills that will help get the negotiation process off to a good start. She can accomplish this by taking into account the hygiene factors and intrinsic motivators as discussed in the Herzberg video clips (located in the Module Three Readings and Resources folder).
One description of the espoused Netflix organizational culture is stated in Slide 6 of the slide deck
Netflix Culture: Freedom and Responsibility
that you viewed in Module One. Slide 6 states: "The actual company values, as opposed to the nice-sounding values, are shown by who gets rewarded, promoted, or let go."
For this discussion post, craft a response which addresses the following question:
Consider the seven aspects of the Netflix culture, which are listed below:
Values are what we value [Judgment, Communication, Impact, Curiosity, Innovation, Courage, Passion, Honesty, & Selflessness]
High Performance
Freedom & Responsibility
Context, not Control
Highly Aligned, Loosely Coupled
Pay Top of Market
Promotions & Development
Indicate whether or not you agree with the seven values, explaining why or why not. Add two intrinsic values that you believe would improve the organizational culture at Netflix. Provide reasons that justify your choice.
Culture
This is an archive of
prior version New version is at: jobs.netflix.com/culture 1
Netflix Culture: Freedom & Responsibility
2
We Seek Excellence Our culture
focuses on helping us achieve excellence 3
Seven Aspects of our Culture
• Values are what we Value • High Performance • Freedom & Responsibility • Context, not Control • Highly Aligned, Loosely Coupled • Pay Top of Market • Promotions & Development 4
Many companies have nice sounding
value statements displayed in the lobby, such as: 5 Integrity Communication Respect Excellence
Enron, whose leaders went to
jail, and which went bankrupt from fraud, had these values displayed in their lobby: Integrity Communication Respect Excellence 6 (These values were not, however, what was really valued at Enron)
The actual company values, as
opposed to the nice-sounding values, are shown by who gets rewarded, promoted, or let go 7
Actual company values are the
behaviors and skills that are valued in fellow employees 8
At Netflix, we particularly value
the following nine behaviors and skills in our colleagues… …meaning we hire and promote people who demonstrate these nine 9
You make wise decisions (people,
technical, business, and creative) despite ambiguity You identify root causes, and get beyond treating symptoms You think strategically, and can articulate what you are, and are not, trying to do You smartly separate what ...
This document outlines Netflix's culture of freedom and responsibility. It discusses that Netflix values high performance over hard work and avoids tolerating "brilliant jerks." Managers are expected to identify which employees they would fight to keep if they said they were leaving, and generous severances are given to adequate performers to open positions for stars. The document emphasizes that Netflix seeks to increase employee freedom as the company grows rather than limiting it like most firms, in order to continue attracting innovative talent and have the best chance of long-term success.
This document outlines Netflix's culture of freedom and responsibility. Some key aspects include:
- Netflix values high performance over loyalty or hard work. Underperforming employees are let go with severance.
- The company focuses on attracting "stunning colleagues" through top compensation and freedom to have high impact.
- As Netflix grows, it aims to increase employee talent density rather than limiting freedom through excessive rules. This allows creativity and flexibility to thrive.
- Managers provide appropriate context rather than trying to control employees. This enables high-performing staff to make sound decisions.
This document outlines Netflix's culture of freedom and responsibility. Some key aspects include:
- Netflix values high performance over loyalty or hard work. Underperforming employees are let go with severance.
- The company focuses on attracting "stunning colleagues" through top compensation and freedom to have high impact.
- As Netflix grows, it aims to increase employee talent density rather than limiting freedom through excessive rules. This allows creativity and flexibility to thrive.
- Managers provide appropriate context rather than trying to control employees. This enables high-performing staff to make sound decisions.
This document discusses Netflix's culture of freedom and responsibility. It outlines nine behaviors and skills that Netflix values in employees, including judgment, communication, impact, curiosity, innovation, courage, honesty, passion, and selflessness. It emphasizes hiring and retaining only "high performers" who embody these values. Employees are given freedom but are also responsible for using good judgment and acting in the best interests of the company. The goal is to attract top talent to create the most effective teams possible and ensure long-term success, even as the company continues to grow.
The document outlines the sales culture of a North American company. It defines nine core values including respect for people, consistently innovating, inspiring customer loyalty, and passion. It also describes seven principles such as being grounded and decisive, treating everything as pass-fail, and being strategic partners. A key belief is that responsible people thrive on freedom and are worthy of freedom. The culture emphasizes high performance, making data-driven decisions, rewarding risk-taking, and paying top of the market to attract and retain top talent.
The document defines the sales culture at NA Sales as valuing high performance from everyone according to 9 core values and 8 principles. It emphasizes attracting and retaining top talent through a commitment to top of market pay. Management aims to create a context of transparency, empowerment and alignment around goals rather than controlling employees. The culture promotes responsibility, innovation and self-discipline from workers through flexibility and freedom balanced with accountability.
At TaxiForSure, we have been able to attract terrific talent since our inception. Our Culture is the core of our DNA. We believe that our Culture is what will give our company, and our people, success in the long run. Just as the way we would like to revolutionize the way people commute, we would like to use our Culture to revolutionize the way our teams communicate and align. This is what will help us attract the right people and bind us as a team during our journey of explosive growth.
This document outlines a set of principles for building a culture of freedom and responsibility within an organization. It begins by stating that the information presented comprises the author's thoughts along with information from other sources. The document then discusses how stated company values often differ from real values as shown through rewards and promotions. Nine behaviors and skills that are particularly valued in colleagues are then outlined: judgment, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness. The document emphasizes embracing these nine values to give the best chance of continuous success over generations.
The document discusses organizational issues and concepts. It defines an organization as where people come together to achieve goals and objectives. It also discusses stakeholders like investors who provide loans for business operations. The document defines corporate culture as the beliefs, expectations, and values shared by members of an organization. It provides indicators of an organization's culture like whether it encourages innovation or protects the status quo. It also discusses ethics in organizations and dilemmas around prioritizing ethics versus business needs. Assertiveness is defined as expressing thoughts and feelings in a direct and honest way while finding win-win solutions. Sexual harassment is defined as unwelcome conduct of a sexual nature that negatively impacts the work environment.
Netflix has a unique company culture focused on freedom and responsibility rather than strict rules and processes. As the company grows, they aim to [1] minimize rules to avoid inhibiting creativity and chaos, [2] increase talent density faster than complexity grows to prevent bureaucracy, and [3] provide appropriate context rather than control over employees. The company culture emphasizes high alignment between teams through clear strategies and goals, but loose coupling that allows independence in tactics to maintain flexibility and speed of execution.
Similar to Reed Hastings, CEO Netflix Culture (20)
'Secure and Sustainable Internet Infrastructure for Emerging Technologies'APNIC
Paul Wilson, Director General of APNIC delivers keynote presentation titled 'Secure and Sustainable Internet Infrastructure for Emerging Technologies' at VNNIC Internet Conference 2024, held in Hanoi, Vietnam from 4 to 7 June 2024.
The advent of social media has revolutionized communication, transforming the way people connect, share, and interact globally. At the forefront of this digital revolution are visionary entrepreneurs who recognized the potential of the internet to foster social connections and create communities. This essay explores the founders of some of the most influential social media platforms, their journeys, and the lasting impact they have made on society.
Mark Zuckerberg, along with his college roommates Eduardo Saverin, Andrew McCollum, Dustin Moskovitz, and Chris Hughes, founded Facebook in 2004. Initially created as a social networking site for Harvard University students, Facebook rapidly expanded to other universities and eventually to the general public. Zuckerberg's vision was to create an online directory that connected people through their real-life social networks.
Twitter, founded in 2006 by Jack Dorsey, Biz Stone, and Evan Williams, brought a new dimension to social media with its microblogging platform. Dorsey envisioned a service that allowed users to share short, real-time updates, limited to 140 characters (now 280). This concise format encouraged rapid sharing of information and fostered a culture of brevity and immediacy.
Kevin Systrom and Mike Krieger co-founded Instagram in 2010, focusing on photo and video sharing. Systrom, who studied photography, wanted to create an app that made mobile photos look professional. The app's unique filters and easy-to-use interface quickly gained popularity, amassing over a million users within two months of its launch.
Instagram's emphasis on visual content has had a significant cultural impact. It has popularized the concept of influencers, giving rise to a new industry where individuals can monetize their popularity and reach. The platform has also revolutionized digital marketing, enabling brands to connect with consumers in more authentic and engaging ways. Acquired by Facebook in 2012, Instagram continues to be a dominant force in social media, shaping trends and cultural norms.
Reid Hoffman founded LinkedIn in 2002 with the goal of creating a professional networking platform. Unlike other social media sites focused on personal connections, LinkedIn was designed to connect professionals, facilitate job searches, and foster business relationships. The platform allows users to create professional profiles, network with colleagues, and share industry insights.
LinkedIn has become an indispensable tool for job seekers, recruiters, and businesses. It has transformed the job market by making it easier to find and connect with potential employers and employees. LinkedIn's influence extends beyond job searches; it has become a hub for professional development, thought leadership, and industry news. Hoffman's vision has significantly impacted how professionals manage their careers and build their networks.
Jan Koum and Brian Acton co-founded WhatsApp in 2009, aiming to create a simple, reliable..
Trust and Security, presented by Geoff HustonAPNIC
Geoff Huston, Chief Scientist at APNIC delivers a remote presentation on Internet fragmentation and its effect on the trust and security of Internet at VNNIC Internet Conference 2024 held in Hanoi, Vietnam from 4 to 7 June 2024.
Empowering Learning Through Digital Educationmalialisha063
Welcome to our presentation on Digital Education. Today, we will explore how digital tools and resources are transforming the landscape of education, making learning more accessible, engaging, and effective for students of all ages.
4. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
4
5. Many companies have nice sounding
value statements displayed in the
lobby, such as:
5
Integrity
Communication
Respect
Excellence
6. Enron, whose leaders went to jail,
and which went bankrupt from fraud,
had these values displayed in their lobby:
Integrity
Communication
Respect
Excellence
6
(These values were not, however, what was really valued at Enron)
7. The actual company values,
as opposed to the
nice-sounding values,
are shown by who gets
rewarded, promoted, or let go
7
8. Actual company values are the
behaviors and skills
that are valued
in fellow employees
8
9. At Netflix, we particularly value the
following nine behaviors and skills
in our colleagues…
…meaning we hire and promote
people who demonstrate these nine
9
10. You make wise decisions
(people, technical, business, and
creative) despite ambiguity
You identify root causes, and get
beyond treating symptoms
You think strategically, and can
articulate what you are, and are
not, trying to do
You smartly separate what must
be done well now, and what can
be improved later
10
Judgment
11. 11
Communication
You listen well, instead of
reacting fast, so you can better
understand
You are concise and articulate in
speech and writing
You treat people with respect
independent of their status or
disagreement with you
You maintain calm poise in
stressful situations
12. 12
Impact
You accomplish amazing
amounts of important work
You demonstrate consistently
strong performance so
colleagues can rely upon you
You focus on great results rather
than on process
You exhibit bias-to-action, and
avoid analysis-paralysis
13. 13
Curiosity
You learn rapidly and eagerly
You seek to understand our
strategy, market, customers, and
suppliers
You are broadly knowledgeable
about business, technology and
entertainment
You contribute effectively
outside of your specialty
14. 14
Innovation
You re-conceptualize issues to
discover practical solutions to
hard problems
You challenge prevailing
assumptions when warranted,
and suggest better approaches
You create new ideas that prove
useful
You keep us nimble by
minimizing complexity and
finding time to simplify
15. 15
Courage
You say what you think even if it
is controversial
You make tough decisions
without agonizing
You take smart risks
You question actions
inconsistent with our values
16. 16
Passion
You inspire others with your
thirst for excellence
You care intensely about
Netflix‘s success
You celebrate wins
You are tenacious
17. 17
Honesty
You are known for candor and
directness
You are non-political when you
disagree with others
You only say things about fellow
employees you will say to their
face
You are quick to admit mistakes
18. 18
Selflessness
You seek what is best for Netflix,
rather than best for yourself or
your group
You are ego-less when searching
for the best ideas
You make time to help
colleagues
You share information openly
and proactively
19. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
19
20. Imagine if every person at Netflix
is someone you
respect and learn from…
20
21. Great Workplace is
Stunning Colleagues
Great workplace is not espresso, lush benefits,
sushi lunches, grand parties, or nice offices
We do some of these things, but only if they are
efficient at attracting and retaining
stunning colleagues
21
24. We’re a team, not a family
We’re like a pro sports team,
not a kid’s recreational team
Netflix leaders
hire, develop and cut smartly,
so we have stars in every position
24
25. The Keeper Test Managers Use:
Which of my people,
if they told me they were leaving,
for a similar job at a peer company,
would I fight hard to keep at Netflix?
25
26. The Keeper Test Managers Use:
Which of my people,
if they told me they were leaving,
for a similar job at a peer company,
would I fight hard to keep at Netflix?
26
The other people should get a generous severance now,
so we can open a slot to try to find a star for that role
27. Honesty Always
As a leader, no one in your group
should be materially surprised of
your views
27
28. Honesty Always
Candor is not just a leader’s responsibility,
and you should periodically ask your
manager: “If I told you I were leaving, how
hard would you work to change my mind?”
28
29. All of Us are Responsible
for Ensuring We Live our Values
“You question actions inconsistent with our
values” is part of the Courage value
Akin to the honor code pledge:
“I will not lie, nor cheat, nor steal,
nor tolerate those who do”
29
30. Pro Sports Team Metaphor is
Good, but Imperfect
Athletic teams have a fixed number of
positions, so team members are always
competing with each other for one of
the precious slots
30
31. Corporate Team
The more talent we have,
the more we can accomplish,
so our people assist each other all the time
Internal “cutthroat” or “sink or swim”
behavior is rare and not tolerated
31
34. Loyalty is Good
• Loyalty is good as a stabilizer
• People who have been stars for us, and hit a bad
patch, get a near term pass because we think
they are likely to become stars for us again
• We want the same: if Netflix hits a temporary
bad patch, we want people to stick with us
• But unlimited loyalty to a shrinking firm, or to an
ineffective employee, is not what we are about
34
35. Hard Work – Not Relevant
• We don’t measure people by how many hours
they work or how much they are in the office
• We do care about accomplishing great work
• Sustained B-level performance, despite “A for
effort”, generates a generous severance
package, with respect
• Sustained A-level performance, despite
minimal effort, is rewarded with more
responsibility and great pay
35
36. Brilliant Jerks
• Some companies tolerate them
• For us, cost to effective teamwork is too high
• Diverse styles are fine – as long as person
embodies the 9 values
36
37. Why are we so insistent on
high performance?
In procedural work, the best are 2x
better than the average.
In creative/inventive work, the best are 10x
better than the average, so huge premium on
creating effective teams of the best
37
38. Why are we so insistent on
high performance?
Great Workplace is
Stunning Colleagues
38
39. Our High Performance Culture
Not Right for Everyone
• Many people love our culture, and stay a long time
– They thrive on excellence and candor and change
– They would be disappointed if given a severance package,
but lots of mutual warmth and respect
• Some people, however, value job security and stability
over performance, and don’t like our culture
– They feel fearful at Netflix
– They are sometimes bitter if let go, and feel that we are
political place to work
• We’re getting better at attracting only the former, and
helping the latter realize we are not right for them
39
40. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
40
41. The Rare Responsible Person
• Self motivating
• Self aware
• Self disciplined
• Self improving
• Acts like a leader
• Doesn’t wait to be told what to do
• Picks up the trash lying on the floor
41
43. Our model is to increase
employee freedom as we grow,
rather than limit it,
to continue to attract and nourish
innovative people,
so we have better chance of
sustained success
43
48. Growth Also Often Shrinks Talent Density
% High Performance Employees
Complexity
48
49. Chaos Emerges
% High Performance Employees
Chaos and errors spike here – business
has become too complex to run
informally with this talent level Complexity
49
50. Process Emerges to Stop the Chaos
Procedures
No one loves process, but
feels good compared to the
pain of chaos
“Time to grow up” becomes
the professional management’s
mantra
50
52. Process Brings Seductively Strong
Near-Term Outcome
• A highly-successful process-driven company
– With leading share in its market
– Minimal thinking required
– Few mistakes made – very efficient
– Few curious innovator-mavericks remain
– Very optimized processes for its existing market
– Efficiency has trumped flexibility
52
53. Then the Market Shifts…
• Market shifts due to new technology or
competitors or business models
• Company is unable to adapt quickly
– because the employees are extremely good at
following the existing processes, and process
adherence is the value system
• Company generally grinds painfully into
irrelevance
53
54. Seems Like Three Bad Options
1. Stay creative by staying small, but therefore
have less impact
2. Avoid rules as you grow, and suffer chaos
3. Use process as you grow to drive efficient
execution of current model, but cripple
creativity, flexibility, and ability to thrive
when your market eventually changes
54
55. A Fourth Option
• Avoid Chaos as you grow with Ever More High
Performance People – not with Rules
– Then you can continue to mostly run informally
with self-discipline, and avoid chaos
– The run informally part is what enables and
attracts creativity
55
57. Increase Talent Density
• Top of market compensation
• Attract high-value people through
freedom to make big impact
• Be demanding about high
performance culture
57
58. Minimize Complexity Growth
• Few big products vs many small ones
• Eliminate distracting complexity (barnacles)
• Be wary of efficiency optimizations that
increase complexity and rigidity
58
Note: sometimes long-term simplicity is
achieved only through bursts of complexity to
rework current systems
59. With the Right People,
Instead of a
Culture of Process Adherence,
We have a Culture of
Creativity and Self-Discipline,
Freedom and Responsibility
59
61. Freedom is not absolute
Like “free speech”
there are some
limited exceptions to
“freedom at work”
61
62. Two Types of Necessary Rules
1. Prevent irrevocable disaster
– Financials produced are wrong
– Hackers steal our customers’ credit card info
2. Moral, ethical, legal issues
– Dishonesty, harassment are intolerable
62
63. Mostly, though, Rapid Recovery is
the Right Model
• Just fix problems quickly
– High performers make very few errors
• We’re in a creative-inventive market, not a
safety-critical market like medicine or nuclear
power
• You may have heard preventing error is
cheaper than fixing it
– Yes, in manufacturing or medicine, but…
– Not so in creative environments
63
64. “Good” versus “Bad” Process
• “Good” process helps talented people get more done
– Letting others know when you are updating code
– Spend within budget each quarter so don’t have to
coordinate every spending decision across departments
– Regularly scheduled strategy and context meetings
• “Bad” process tries to prevent recoverable mistakes
– Get pre-approvals for $5k spending
– 3 people to sign off on banner ad creative
– Permission needed to hang a poster on a wall
– Multi-level approval process for projects
– Get 10 people to interview each candidate
64
65. Rule Creep
• “Bad” processes tend to creep in
– Preventing errors just sounds so good
• We try to get rid of rules when we can, to
reinforce the point
65
66. Example: Netflix Vacation Policy
and Tracking
Until 2004 we had the standard
model of N days per year
66
67. Meanwhile…
We’re all working online some nights and
weekends, responding to emails at odd
hours, spending some afternoons on
personal time, and taking good vacations
67
68. An employee pointed out…
We don’t track hours worked per day
or per week, so why are we tracking
days of vacation per year?
68
69. We realized…
We should focus on what people get done,
not on how many days worked
Just as we don’t have an 9am-5pm workday
policy, we don’t need a vacation policy
69
71. Netflix Vacation Policy
and Tracking
“there is no policy or tracking”
There is also no clothing policy at Netflix,
but no one comes to work naked
Lesson: you don’t need policies for everything
71
72. No Vacation Policy Doesn’t Mean
No Vacation
Netflix leaders set good examples by
taking big vacations – and coming
back inspired to find big ideas
72
74. Most companies have complex
policies around what you can
expense, how you travel, what gifts
you can accept, etc.
Plus they have whole departments
to verify compliance
with these policies
74
76. “Act in Netflix’s Best Interest”
Generally Means…
1. Expense only what you would otherwise not
spend, and is worthwhile for work
2. Travel as you would if it were your own money
3. Disclose non-trivial vendor gifts
4. Take from Netflix only when it is inefficient to
not take, and inconsequential
– “taking” means, for example, printing personal
documents at work or making personal calls on work
phone: inconsequential and inefficient to avoid
76
77. Freedom and Responsibility
• Many people say one can’t do it at scale
• But since going public in 2002, which is
traditionally the end of freedom, we’ve
substantially increased talent density and
employee freedom
77
78. Summary of
Freedom & Responsibility:
As We Grow, Minimize Rules
Inhibit Chaos with Ever More
High Performance People
Flexibility is More Important
than Efficiency in the Long Term
78
79. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
79
80. If you want to build a ship,
don't drum up the people
to gather wood, divide the
work, and give orders.
Instead, teach them to yearn
for the vast and endless sea.
-Antoine De Saint-Exupery,
Author of The Little Prince
80
81. The best managers figure out how to
get great outcomes by setting the
appropriate context, rather than by
trying to control their people
81
82. Context, not Control
Context (embrace)
• Strategy
• Metrics
• Assumptions
• Objectives
• Clearly-defined roles
• Knowledge of the stakes
• Transparency around
decision-making
Control (avoid)
• Top-down decision-making
• Management approval
• Committees
• Planning and process valued
more than results
Provide the insight and understanding to enable sound decisions
82
83. Good Context
• Link to company/functional goals
• Relative priority (how important/how time sensitive)
– Critical (needs to happen now), or…
– Nice to have (when you can get to it)
• Level of precision & refinement
– No errors (credit cards handling, etc…), or…
– Pretty good / can correct errors (website), or…
– Rough (experimental)
• Key stakeholders
• Key metrics / definition of success
83
84. Managers: When one of your
talented people
does something dumb,
don’t blame them
Instead,
ask yourself what context
you failed to set
84
85. Managers: When you are tempted
to “control” your people, ask
yourself what context you could set
instead
Are you articulate and inspiring
enough about goals and strategies?
85
87. Investing in Context
This is why we do new employee
college, frequent department meetings,
and why we are so open internally
about strategies and results
87
88. Exceptions to “Context, not Control”
• Control can be important in emergency
– No time to take long-term capacity-building view
• Control can be important when someone is
still learning their area
– Takes time to pick up the necessary context
• Control can be important when you have the
wrong person in a role
– Temporarily, no doubt
88
89. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
89
90. Three Models of Corporate Teamwork
1. Tightly Coupled Monolith
2. Independent Silos
3. Highly Aligned, Loosely Coupled
90
91. Tightly Coupled Monolith
• Senior management reviews nearly all tactics
– e.g., CEO reviews all job offers or advertising
• Lots of x-departmental buy-in meetings
• Keeping other internal groups happy has equal
precedence with pleasing customers
• Mavericks get exhausted trying to innovate
• Highly coordinated through centralization, but
very slow, and slowness increases with size
91
92. Independent Silos
• Each group executes on their objectives with
little coordination
– Everyone does their own thing
• Work that requires coordination suffers
• Alienation and suspicion between
departments
• Only works well when areas are independent
– e.g., aircraft engines and blenders for GE
92
93. #3 is the Netflix Choice
1. Tightly Coupled Monolith
2. Independent Silos
3. Highly Aligned, Loosely Coupled
93
94. Highly Aligned, Loosely Coupled
• Highly Aligned
– Strategy and goals are clear, specific, broadly understood
– Team interactions focused on strategy and goals, rather than tactics
– Requires large investment in management time to be transparent and
articulate and perceptive
• Loosely Coupled
– Minimal cross-functional meetings except to get aligned on goals and
strategy
– Trust between groups on tactics without previewing/approving each
one – so groups can move fast
– Leaders reaching out proactively for ad-hoc coordination and
perspective as appropriate
– Occasional post-mortems on tactics necessary to increase alignment
94
95. Highly Aligned, Loosely Coupled
teamwork effectiveness
depends on
high performance people
and good context
Goal is to be
Big and Fast and Flexible
95
96. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
96
97. Pay Top of Market
is Core to
High Performance Culture
One outstanding employee gets more done
and costs less than two adequate employees
We endeavor to have only
outstanding employees
97
98. Three Tests for Top of Market
for a Person
1. What could person get elsewhere?
2. What would we pay for replacement?
3. What would we pay to keep that person?
– If they had a bigger offer elsewhere
98Confidential
99. Takes Great Judgment
• Goal is to keep each employee at top of
market for that person
– Pay them more than anyone else likely would
– Pay them as much as a replacement would cost
– Pay them as much as we would pay to keep them
if they had higher offer from elsewhere
99
100. Titles Not Very Helpful
• Lots of people have the title “Major League
Pitcher” but they are not all equally effective
• Similarly, all people with the title “Senior
Marketing Manager” or “Director of
Engineering” are not equally effective
• So the art of compensation is answering the
Three Tests for each employee
100
101. Annual Comp Review
• At many firms, when employees are hired,
market compensation applies
• But at comp review time, it no longer applies!
• At Netflix, market comp always applies:
– Essentially, top of market comp is re-established
each year for high performing employees
– At annual comp review, manager has to answer
the Three Tests for the personal market for each
of their employees
101Confidential
102. No Fixed Budgets
• There are no centrally administered “raise
pools” each year
• Instead, each manager aligns their people to
top of market each year – the market will be
different in different areas
102
103. Compensation Over Time
• Some people will move up in comp very
quickly because their value in the marketplace
is moving up quickly, driven by increasing skills
and/or great demand for their area
• Some people will stay flat because their value
in the marketplace has done that
– Depends in part on inflation and economy
– Always top of market, though, for that person
103
104. Compensation Not Dependent
on Netflix Success
• Whether Netflix is prospering or floundering,
we pay at the top of the market
– Sports teams with losing records still pay talent
the market rate, to get back to winning
104
105. Bad Comp Practices
• Manager sets pay at Nth percentile of title-
linked compensation data
– The “Major League Pitcher” problem
• Manager cares about internal parity instead of
external market value
– Fairness in comp is being true to the market
• Manager gives everyone a 4% raise
– Very unlikely to reflect the market
105
106. When Top of Market Comp
Done Right...
• We will rarely counter with higher comp when
someone is voluntarily leaving because we
have already moved comp to our max for that
person
• Employees will feel they are getting paid well
relative to their other options in the market
106
107. Versus Traditional Model
• Traditional model is good prior year earns a
raise, independent of market
– Problem is employees can get materially under- or
over-paid relative to the market, over time
– When materially under-paid, employees switch
firms to take advantage of market-based pay on
hiring
– When materially over-paid, employees are
trapped in current firm
• Consistent market-based pay is better model
107
108. Employee Success
• It’s pretty ingrained in our society that the size
of one’s raise is the indicator of how well one
did the prior year
– but for us the other factor is the outside market
• Employee success is still a big factor in comp
because it influences market value
– In particular, how much we would pay to keep the
person
108
109. Good For Each Employee to
Understand Their Market Value
• It’s a healthy idea, not a traitorous one, to
understand what other firms would pay you,
by interviewing and talking to peers at other
companies
– Talk with your manager about what you find in
terms of comp
– Stay mindful of company confidential information
109
110. Efficiency
• Big salary is the most efficient form of comp
– Most motivating for any given expense level
– No bonuses
– Instead, put all that expense into big salaries, and
give people freedom to spend their salaries as
they think best
– Employees can decide how much Netflix stock
they want, versus cash
110
111. No Vesting or Deferred Comp
• We don’t want managers to “own” their people
with vesting – all comp is fully vested
• We want managers to be responsible for creating
a great place to work, and paying at the top of
market
• Employees are free to leave us anytime, without
penalty, but nearly everyone stays
• Employees stay because they are passionate
about their work, and well paid, not because of a
deferred compensation system
111
112. No Ranking Against Other Employees
• We avoid “top 30%” and “bottom 10%”
rankings amongst employees
• We don’t want employees to feel competitive
with each other
• We want all of our employees to be “top 10%”
relative to the pool of global candidates
• We want employees to help each other, and
they do
112
113. Seven Aspects of our Culture
• High Performance
• Values are what we Value
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
113
114. In some time periods, in some
groups, there will be lots of
opportunity and growth at Netflix
Some people, through both luck and
talent, will have extraordinary career
growth
114
115. Baseball Analogy: Minors to Majors
• Very talented people usually get to move up, but
only true for the very talented
• Some luck in terms of what positions open up
and what the competition is
• Some people move to other teams to get the
opportunity they want
• Great teams keep their best talent
• Some minor league players keep playing even
though they don’t move up because they love the
game
115
116. Netflix Doesn’t Have to Be for Life
• In some times, in some groups, there may not
be enough growth opportunity for everyone
• In which case we should celebrate someone
leaving Netflix for a bigger job that we didn’t
have available to offer them
– If that is what the person prefers
116
117. Three Necessary Conditions
for Promotion
1. Job has to be big enough
– We might have an incredible manager of something, but we
don’t need a director of it because job isn’t big enough
• If the incredible manager left, we would replace with a manager,
not with a director
2. Person has to be a superstar in current role
– Could get the next level job here if applying from outside and we knew
their talents well
– Could get the next level job at peer firm that knew their talents well
3. Person is an extraordinary role model of our
culture and values
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118. Timing
• If a manager would promote to prevent an
employee from leaving, the manager should
promote now instead of waiting
• Three tests still have to be passed
1. Job big enough
2. Superstar in current role
3. Person is an extraordinary role model of our
culture and values
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119. Development
• We develop people by giving them the
opportunity to develop themselves, by
surrounding them with stunning colleagues
and giving them big challenges to work on
– Mediocre colleagues or unchallenging work is
what kills progress of a person’s skills
119
120. Career “Planning” Not for Us
• Formalized development is rarely effective,
and we don’t try to do it
– e.g., Mentor assignment, rotation around a firm,
multi-year career paths, etc.
120
121. We Support Self-Improvement
• High performance people are generally self-
improving through experience, observation,
introspection, reading, and discussion
– As long as they have stunning colleagues and big
challenges to work on
– We all try to help each other grow
– We are very honest with each other
121
122. We want people to manage
their own career growth,
and not rely on a corporation
for “planning” their careers
122
123. Your Economic Security is based
on your Skills and Reputation
We try hard to consistently provide
opportunity to grow both by
surrounding you with great talent
123
124. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
124
125. We keep improving
our culture as we grow
We try to get better
at seeking excellence
125