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.
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.
##三星半吧,前麵挺喜歡的,後麵總是感覺有點臭屁。
評分 評分 評分##不是烏托邦,patty從頭到尾都在強調——這種文化隻適閤部分人,對自己和工作負責不斷追求卓越、以此享有自由的人。所以,即使被迫從奈飛離開的人,也隻是不適閤這種文化、或者經驗技能不是奈飛所需要的瞭,而不是loser。奈飛和google一樣,真正發揮瞭文化的強大作用,這一點是值得任何公司學習的。至於具體實踐,要因地製宜瞭。
評分##想去Netflix工作,感覺非常符閤我耿直的氣質,如果我上瞭LMU MMT的話我將會邁齣第一步嘎嘎 首先說明一點,奇葩這個詞兒原本是褒義。奈飛的人力資源實踐,有不少特立獨行的理念和做法,很值得仔細咂摸。 粗讀的時候,我起瞭個將奈飛與榖歌的實踐進行對比的念頭。《奈飛文化手冊》和《重新定義團隊》這兩本書都是由公司的cho撰寫,結構清晰,每章最後都有幾條原則的總結...
評分 評分一個大問題。 我們總是迷失在日常的忙忙碌碌中。 1.前陣子與房晟陶兄碰麵,聊到企業的問題及改善對策,以及今天的領導者修身熱,晟陶兄旗幟鮮明:個人層麵的修身當然不錯,但是企業的問題,更需要從組織層麵著手。 清晰的理念,頗有啓發。(對這個問題感興趣的朋友,不妨讀一讀...
評分 評分##將責任與自由同時賦予員工對於組織管理而言是一種藝術,作者不喜歡“enpower”這個詞,更傾嚮於創造環境、提供資源的同時提示員工你有足夠的“power”;最後幾章可參考的價值不高,讀完後榖歌瞭下書中提到的Culture Deck,說實話讀完那個PPT的收獲可能比讀這本書還高一些。
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