No Rules Rules: Netflix and the Culture of Reinvention
“The Netflix culture has great ideals but sometimes the gap between the ideals and practice is big, and what should bridge that gap is leadership. When leaders don’t set a good example . . . I guess I’m what happens.”
Erin Meyer • No Rules Rules: Netflix and the Culture of Reinvention
when one employee abuses your trust, deal with the individual case and double your commitment to continue transparency with the others.
Erin Meyer • No Rules Rules: Netflix and the Culture of Reinvention
Put feedback as the first or last item on the agenda so that it’s set apart from your operational discussions.
Erin Meyer • No Rules Rules: Netflix and the Culture of Reinvention
Self-disclosure builds trust, seeking help boosts learning, admitting mistakes fosters forgiveness, and broadcasting failures encourages your people to act courageously.
Erin Meyer • No Rules Rules: Netflix and the Culture of Reinvention
part of the reason that F&R works so well is because people do feel the burden of the responsibility that comes with the freedom and make extra efforts accordingly.
Erin Meyer • No Rules Rules: Netflix and the Culture of Reinvention
Anyone at Netflix can sign a Spiketrap seat contract. We need to find the person who can put it in the plumbing.
A 360 written report is a good mechanism for annual feedback. But avoid anonymity and numeric ratings, don’t link results to raises or promotions, and open up comments to anyone who is ready to give them.
Erin Meyer • No Rules Rules: Netflix and the Culture of Reinvention
THE NINTH DOT In a loosely coupled organization, where talent density is high and innovation is the primary goal, a traditional, control-oriented approach is not the most effective choice. Instead of seeking to minimize error through oversight or process, focus on setting clear context, building alignment of the North Star between boss and team, an
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Smith, however, was an entrepreneur, and that Yale paper became the basis for FedEx, which he founded in 1971. He was also a betting man: once, in the early days of FedEx, after a bank had refused to extend a crucial loan, he took the company’s last $5,000 to Las Vegas and won $27,000 playing blackjack to cover the company’s $24,000 fuel bill. Of c
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performance—both good and bad—is infectious.