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The business's cost policy is five words long: "Act in Netflix's best interests." In talking that through with workers, we stated we expected them to spend company money frugally, as if it were their own. Removing a formal policy and forgoing expense account cops moved duty to frontline managers, where it belongs.

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They could save cash by letting workers reserve their own trips online. Like a lot of Netflix supervisors, I had to have discussions periodically with workers who ate at luxurious restaurants (meals that would have been fine for sales or recruiting, but not for consuming alone or with a Netflix coworker). We watched on our IT people, who were vulnerable to buying a lot of devices.

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We asked managers and workers to have conversations about efficiency as an organic part of their work. In numerous functionssales, engineering, product developmentit's relatively obvious how well individuals are doing.

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Offer her a great severance packagewhich, when she signs the files, will dramatically reduce (if not get rid of) the chance of a suit." In my experience, people can manage anything as long as they're told the truthand this proved to be the case with Maria. When we stopped doing official performance evaluations, we set up casual 360-degree evaluations.

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How is the work different from what the team is doing today? Next I ask them to think about the skills needed to make the images in the film become truth.

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If you're in a fast-changing service environment, you're most likely looking at a lot of inequalities - . Because case, you need to have honest conversations about letting some employee find a location where their skills are a much better fit. You also require to recruit people with the right abilities. We faced the latter obstacle at Netflix in a relatively dramatic way as we began to shift from DVDs by mail to a streaming service.

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Lots of HR individuals dislike it when employees talk with recruiters, but I always told staff members to take the call, ask how much, and send me the numberit's valuable details. In addition, we used equity compensation much in a different way from the method most business do. Rather of larding stock alternatives on top of a competitive salary, we let staff members select how much (if any) of their payment would remain in the kind of equity.

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We distributed options every month, at a minor discount from the market price. We had no vesting periodthe alternatives could be cashed in immediately.

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If you see a much better chance in other places, you ought to be allowed to take what you have actually earned and leave. If you no longer wish to deal with us, we don't wish to hold you captive. We constantly informed supervisors that constructing a great group was their crucial job. We didn't determine them on whether they were exceptional coaches or coaches or got their documents done on time.

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He replied, "Performance." "OK," I stated. "Envision that I work here, and it's 2:58 PM. I'm playing an intense video game of swimming pool, and I'm winning. I approximate that I can finish the video game in 5 minutes. We have a meeting at 3:00. Should I stay and win the game or cut it short for the conference?" "You should finish the video game," he insisted.

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It's a particular problem at start-ups, where there's a premium on casualness that can run counter to the high-performance values leaders want to develop. I typically sit in on company meetings to get a sense of how individuals run.

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