Sheryl Sandberg of Facebook called the Netflix “freedom and responsibility” deck “the most important document ever to come out of the Valley.”
The document is 124 pages and it outlines the principles behind the unique corporate culture at Netflix. It has had reverberations far outside of Silicon Valley and way beyond Netflix itself. The principles have been debated and adopted by organizations throughout the world. It has been viewed over fifteen million times.
Patty McCord helped write the document. She worked at Netflix for 14 years as the company’s Chief Talent Officer. In her book, POWERFUL: Building a Culture of Freedom and Responsibility, Patty shares what she has learned about building a high-performance culture. I recently asked her to share more about her experience.
Challenge the Rules
You challenge many of the existing HR rules with new ways of thinking. What advice do you have for leaders that will help them embrace these changes?
It begins with questioning, literally, everything we do in HR: policies, procedures, guidelines, practices, permissions. What is the purpose of each of these activities? Do they achieve the desired result? If you started from scratch, would you embrace these methods?
Many people think that compensation rules the day, but you have a different philosophy. What’s the “greatest motivation”?
I truly believe the greatest motivation is to be part of an amazingly talented team that gets real work done that matters to our companies and our customers.
Hold Rigorous Debates
This is a guest post by Kayla Matthews that offers some excellent foundational steps to balancing your time. Kayla writes about work productivity. Her work has been featured in Fast Company and other publications. You can join her newsletter here
Don’t Give Up All Your Time
Being a leader is an important role. When your team is relying on you to help them through their problems, tasks and questions, it can feel like you’re getting pulled in a million different directions. While you may be trying to be a great leader, you can feel like you’ve been stretched too thin.
You must find a balance between being a great leader and having time of your own. Because you have your own tasks and jobs that you need to complete, you can’t spend all your time helping others. However, as a leader, you also need to be there for your team.
Luckily, there are a few things you can do to save some time while still giving your team the attention that they need. From time management hacks to automation processes, let’s take a look at a few of the things you should consider if you’re struggling to balance being a leader and maintaining your own schedule.
1. Schedule Your Time
If you struggle to get anything done because your team comes to you for help at all hours of the work day, that may be causing major problems. While you want your team to feel comfortable asking you for questions or help, being available throughout the entire day can encourage them to come into your office when they don’t really need help.
Take some time to schedule your day and share it with your team. If you have certain blocks of time that you’d like to focus on your own projects, let them know you’re only to be disturbed for emergencies or if there isn’t anyone else that can help with that issue. That time is to be used for your own work and duties.
While you should schedule time for your work, you should also schedule some open availability with your team. Let them know when you’re free to chat, discuss minor details of a project or when your office door is open to them. If that time doesn’t work for them or they need to discuss something important, put time in your schedule to help them.
2. Use Automation Tools
Max DePree makes it seem so simple:
“The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.”
Let’s break down the wisdom in this quote:
A SERVANT. A LEADER.
Previously, I shared the nine qualities of a servant leader. The servant leader has characteristics of both a servant and a leader. The characteristics are blended together in a harmonious balance. The result is a servant leader we can all admire.
Defining reality is a huge part of leadership. You want to follow a leader who is honest about the current situation you face as an organization.
A leader should be optimistic but still realistic. If a company is nearing bankruptcy, you want a leader who understands the gravity of the situation—but not one who is frozen by that reality. You want someone who can navigate through the storm and lead everyone to the best possible outcome.
John G. Miller is a world authority on personal accountability. He is a frequent keynote speaker and the author of QBQ! The Question Behind the Question, Flipping the Switch and Outstanding! 47 Ways to Make Your Organization Exceptional. He is also the co-author of the brand new Parenting the QBQ Way. He is founder of QBQ, Inc., an organizational development firm based in Denver, CO. Its mission is “Helping Organizations Make Personal Accountability a Core Value.” He and his wife, Karen, have been married for thirty-three years. They have seven children and two grandchildren.
Procrastinating, whining, blaming, deflecting, playing the victim, entitlement. I guess I can start out by blaming you for removing all excuses! If you take all these away, then what are we left with?
A better person. The humanness in all of us leads us to fall into these traps, but they are costly on many levels. It is more difficult for me to serve others, grow myself, reach objectives, and simply be outstanding when I engage in these traps. We at QBQ Inc. have discovered these traps can be eliminated by using the tool we call The Question Behind the Question – the QBQ. The QBQ enables us to practice personal accountability and when we do, we are better in all areas of life.
You’ve worked with organizations all over the world. Often when you’re called in, the culture is not at its finest. How do you assess the state of accountability within a culture?
We listen. Our words represent our inner thinking and attitude, so when we hear people asking the wrong questions – we call them Incorrect Questions (IQs) – like “When will that department do its job right?” “Who dropped the ball?” and “Why don’t I get more coaching?” then we know there is a lack of personal accountability within the culture. The myth is, “There are no I’s in team.” There are definitely “I’s” in every single team everywhere, and when the I’s practice personal accountability, the team can do great things.