Powerful: Building a Culture of Freedom and Responsibility
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5%
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We wanted all of our people to challenge us, and one another, vigorously. We wanted them to speak up about ideas and problems; to freely push back, in front of one another and in front of us.
5%
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The Netflix culture wasn’t built by developing an elaborate new system for managing people; we did the opposite. We kept stripping away policies and procedures.
6%
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A company’s job isn’t to empower people; it’s to remind people that they walk in the door with power and to create the conditions for them to exercise it. Do that, and you will be astonished by the great work they will do for you.
7%
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As we stripped away bureaucracy, we coached all of our people, at all levels and on all teams, to be disciplined about a fundamental set of behaviors. I’ve often said that while I’ve removed the words “policy” and “procedure” from my vocabulary, I love discipline.
7%
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When engineers start to whine about a process you’re trying to implement, you want to really dig into what’s bothering them, because they hate senseless bureaucracy and stupid process. But they don’t mind discipline at all.
17%
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Discover how lean you can go by steadily experimenting. If it turns out a policy or procedure was needed, reinstate it.