具体描述
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.
作者简介
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.
目录信息
读后感
一个大问题。 我们总是迷失在日常的忙忙碌碌中。 1.前阵子与房晟陶兄碰面，聊到企业的问题及改善对策，以及今天的领导者修身热，晟陶兄旗帜鲜明：个人层面的修身当然不错，但是企业的问题，更需要从组织层面着手。 清晰的理念，颇有启发。（对这个问题感兴趣的朋友，不妨读一读...
评分 评分 评分其实每一个企业的成功是整个体系的成功，而不是单纯的某一个方面，比如要有企业文化，完整的制度体系，优质的产品，创意的销售手段，等等，奈飞的成功一定是整个公司体系的成功，而并不是单纯的奈飞文化的成功。这一本书我们也可以看到带有一定的主观性和局限性，书的作者是首...
评分一个大问题。 我们总是迷失在日常的忙忙碌碌中。 1.前阵子与房晟陶兄碰面，聊到企业的问题及改善对策，以及今天的领导者修身热，晟陶兄旗帜鲜明：个人层面的修身当然不错，但是企业的问题，更需要从组织层面着手。 清晰的理念，颇有启发。（对这个问题感兴趣的朋友，不妨读一读...
用户评价
Patty和Netflix一起打破了许多大公司约定俗成的bullshit，看完有一种如果我们公司也可以这样就好了的感觉。
评分The core of the opinion is to put business and customers first. As HR, do what’s best for the company, even its harsh to others and difficult for yourself; and for employees, company is not your family. It proved to be working well in Silicon Valley, but may not elsewhere like Japan and China where loyalty matters a lot.
评分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。）
评分管理類的書能寫好挺不容易。這本書有很好的管理理念，本人的確受益匪淺，但作者文字功底一般，扣一星。
评分奈飞大法修炼指南
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