This post could not be more timely for me. We are defining our values right now and these slides shed a new light on the process. It can’t simply be words, we need to get our values articulated from the ground up within the organization.

I also love the “hard work” slide #33.

To say these slides are inspiring is an understatement.

It’s hard to argue with the Netflix culture. Imagine the changes if government (including schools, universities, cities, and yes, Congress) adopted a similar culture.

I like the idea of asking yourself and others questions. One of the most powerful under used tool in our communication arsenal is “the question”.

What other questions could you ask yourself/others that might shift ones thinking and change behaviors that will impact results? Here is the HW5 method to get you thinking of other questions: How,? Who? What? When? When? Where? and Why?

This is a great post on the challenge inherent in being a leader – sometimes you have to make decisions and not everyone will be pleased with the outcome of your actions. The difference between a leader and a manager is the leader actually makes that call, explains her/his rationale for the decision, then moves on with life despite criticism that comes their way. The manager hunkers down under the stack of counseling statements for the subpar performer then goes home and gripes about how bad his team is.

Lead people. Lead. Everyone’s better off when you do!

Thanks for sharing this, Jim…I love manifestos and organizations with the courage to live them!

I hear your comments on A,B,C,D players echoed in the halls of some very large organizations, and that’s such an easy way to deal with people–all of whom come with warts and foibles. Reminds me of the blue birds and the red birds from elementary school. Wouldn’t it be interesting if organizations looked to leverage people’s strengths? Yes, everyone would be a blue bird and that would turn upside down the Industrial Age management philosophies that work well with robots but not so well with individuals. It’s easier to rearrange deck chairs (a known) than to man lifeboats (an unknown).

Having just written a blog post on the young woman suing her college because they haven’t helped her find a job, I can’t help but imagine how she might grow within the Netflix culture. I expect she would learn more about responsibility in a few days than she learned about entitlement in her current 27 years.

It’s critical to share this conversation and culture so people can realize that organizations do exist where the leaders live their values in very real, common sense and good-for-business ways. I’m passing it along within my networks…thanks!

This is a great post. I have seen a few great companies in my time who preach AND practice this type of leadership. Perhaps the problems isn’t so much lack of star employees, perhaps the problem is lack of star managers…

“A” Managers hire “A+” employees
“B” Managers hire “C” and “D” employees

I think the “star performer” assessment needs to start with management first.

I find the slides interesting, especially some of the value statements. I’d like to see more feedback on how well the “keeper test” works over time. GE still does forced rankings but no longer automatically terminates the bottom 10%. Here’s an interesting but slightly dated management comparison: http://www.bnet.com/2403-13059_23-237201.html

My favorite slide is #60. In creative environments you will make mistakes sooner or later. At least try something, learn from it, and move on. Working in a large organization with lot’s of “rule creep” and process focus this is very refreshing.

Thanks for sharing. Maybe you can get someone from Netflix for the Personal Brilliance podcasts.