Powerful

Patty McCord served as chief talent officer of Netflix for fourteen years and helped create the Netflix Culture Deck. Since it was first posted on the web, the Culture Deck has been viewed more than 15 million times, and Sheryl Sandberg has said that it "may be the most important document ever to come out of Silicon Valley." Patty participated in IPOs at Netflix and, before that, Pure Atria Software. A veteran of Sun Microsystems, Borland, and Seagate Technologies, she has also worked with small start-ups. Her background includes staffing, diversity, communications, and international human resources positions.Currently, Patty coaches and advises a small group of companies and entrepreneurs on culture and leadership. She also speaks to groups and teams around the world.

出版者:Missionday

作者:Patty McCord

页数:228

出版时间:2018-1-25

价格:0

装帧:Hardcover

isbn号码:9781939714114

图书标签:管理HR商业Netflix英文原著商业运营互联网文化

Named by The Washington Post as one of the 11 Leadership Books to Read in 2018 When it comes to recruiting, motivating, and creating great teams, Patty McCord says most companies have it all wrong. McCord helped create the unique and high-performing culture at Netflix, where she was chief talent officer. In her new book, Powerful: Building a Culture of Freedom and Responsibility, she shares what she learned there and elsewhere in Silicon Valley.

McCord advocates practicing radical honesty in the workplace, saying good-bye to employees who don't fit the company's emerging needs, and motivating with challenging work, not promises, perks, and bonus plans. McCord argues that the old standbys of corporate HR--annual performance reviews, retention plans, employee empowerment and engagement programs--often end up being a colossal waste of time and resources. Her road-tested advice, offered with humor and irreverence, provides readers a different path for creating a culture of high performance and profitability.

Powerful will change how you think about work and the way a business should be run.

读后感

这几天，中国互联网公司的996成为一个词。正好在看Netflix的公司文化传记：关于鸡血、关于把公司当做自己的事业来奋斗，这个书也讲了很多。 总得来看，Netflix看起来应该是一个也支持996的企业：毕竟它讲了很多和前几天马云高度相似的观点，包括但不限于 企业员工应该把企业当...  

这个月抽时间仔细的读了国内外所有跟Netflix企业文化有关的文章报道、刊物和书籍。 弄清楚了几点，这些是国内很多HR&创业导师没有提的： 1.现在国内创业公司还有各种HR传阅的中英文版本应该是很早以前的，新的版本在他们官网上（硅谷很多公司会把自己的企业文化详细的放在...  

“我们只招成年人。” 何谓成年人？ 成年人是直言不讳和乐于分享的人。直言不讳可以让自己和他人直视问题，如果公司文化容许的话。分享则让自己成长，同时也是从他人身上学习的一个过程。 成年人是坦诚的人，是乐于和下属沟通，不会欺骗下属的人。是在偶遇那些已离开公司的同事...  

用户评价

culture isn't what you say, but what you do. 国内公司就算了吧，只能比比谁的企业文化更恶心。。所以没看完，越看越伤心????徒增烦恼

奈飞在人力资源方面的几个颠覆性理念：1. 招进来的每一个员工都是有权力的 2.最吸引优秀员工的不是薪酬福利，而是工作本身，以及他们可以跟同样优秀的人一起共事 3. 最好的培训是给员工有挑战的工作任务，让员工在实际工作中学习和成长，一项任务做完了，对员工的培训也就结束了。 4. 人力资源的核心任务就是打造高绩效的企业文化，有了高绩效，才能吸引最优秀的人才，挽留住那些最优秀的员工。5. 在绩效管理方面，奈飞也不是像很多公司那样，每年进行一次年终评估和反馈，而是平时不定期进行反馈。奈飞的两个有代表性的文化准则：1. 信任和极端诚实（没有报销审批制度，领导力调研投票实名制）2. 完全沟通（让公司的每个员工都充分理解业务，随便问一位员工，公司近期最重要的几件事是什么。如果答不出来，则沟通还不够详尽。）

国内按照这种标准 BAT 也招不够人（当然本来 BAT 的平均水平也未必高到哪去）。有些业务也许确实要堆人，有些业务加一堆不靠谱的人除了增加经理的 Scope 对团队生产力完全是负向的。一旦有幸和书中描述的这种自驱、主动、专业、自学能力强的人合作过（如沐春风），再和不靠谱的人合作绝对是巨大的痛苦...

方案不一定适合所有公司，但是方法值得所有人反思。我看完了很想去Netflix上班！treat employee as adult

Strikingly extraordinary!