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.
发表于2024-12-22
Powerful 2024 pdf epub mobi 电子书
“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...
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.
将责任与自由同时赋予员工对于组织管理而言是一种艺术,作者不喜欢“enpower”这个词,更倾向于创造环境、提供资源的同时提示员工你有足够的“power”;最后几章可参考的价值不高,读完后谷歌了下书中提到的Culture Deck,说实话读完那个PPT的收获可能比读这本书还高一些。
评分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
评分国内按照这种标准 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...
评分豆瓣上有人说是「人力资源的乌托邦」还蛮贴切的,整本书有点虎头蛇尾,后面有点啰嗦无聊
评分不是乌托邦,patty从头到尾都在强调——这种文化只适合部分人,对自己和工作负责不断追求卓越、以此享有自由的人。所以,即使被迫从奈飞离开的人,也只是不适合这种文化、或者经验技能不是奈飞所需要的了,而不是loser。奈飞和google一样,真正发挥了文化的强大作用,这一点是值得任何公司学习的。至于具体实践,要因地制宜了。
Powerful 2024 pdf epub mobi 电子书