Podcasts about no rules rules

Most founders add layers to gain control. Reed Hastings built an empire by removing them. This episode unpacks No Rules Rules—the leadership playbook behind Netflix's rise from a DVD mail service to a global entertainment powerhouse. Co-authored by founder Reed Hastings and INSEAD professor Erin Meyer, the book reveals how to scale not through policy, but through trust, talent density, and extreme transparency. But this isn't just about Netflix. It's about you—if you're building or investing in companies between Series A and IPO, where culture either compounds performance or quietly kills it. I walk you through 7 operational principles that deep-tech teams can apply now—lessons forged in crisis, growth, and reinvention. You'll learn how to sunshine mistakes, pay like a pirate, and lead without becoming a bottleneck. Each principle is translated into coaching prompts, ready to implement this week. Key Takeaways: Culture Outruns Capital: Don't optimize the engine—reinvent the vehicle.Pro Team > Family: Loyalty is earned through excellence, not tenure.Candor Drives Speed: Build feedback loops that fuel progress.Pay Top of Market: Buy peace of mind. Unlock creative flow.Bet Boldly: Seek dissent. Test. Learn. Repeat.Context Beats Control: Share the why. Let them own the how.Transparency = Trust: Open up, even when it's uncomfortable.Timestamps: (00:00) Intro – Why Netflix Scaled Faster by Removing Rules, Not Adding Them (04:30) Who Is Reed Hastings? – From Math Teacher to Global Disruptor (09:13) Book Snapshot – What Makes No Rules Rules a Real Operating System (11:35) Lesson 1: Culture Outruns Capital – How Netflix Survived 4 Disruptions, Blockbuster Didn't Survive One (17:25) Lesson 2: Build a Pro Team, Not a Family – Talent Density Over Loyalty (22:48) Lesson 3: Radical Candor = Speed – The Feedback Model That Fuels Innovation (27:34) Lesson 4: Pay Like a Pirate – Why Netflix Pays Top of Market—No Games, Just Outcomes (32:20) Lesson 5: Bet Bold, Fail Proudly – The 4-Step Innovation Cycle That Keeps Netflix Ahead (39:12) Lesson 6: Lead with Context, Not Control – Scaling Leadership Without Becoming a Bottleneck (43:28) Lesson 7: Transparency Builds Velocity – How Truth-Telling Became Netflix's Superpower (48:15) 7 Key Takeaways – The Culture Playbook Every Growth-Stage Founder Needs (50:15) Personal Reflection – What I Questioned, What I'll Steal, What Gave Me Pause (52:00) Call to Action + What's Next – Support the Show + Tease of the Next Episode Why Listen: Learn how Netflix scaled without micromanagementGet 7 principles that push your org design, talent strategy, and leadership edgeDiscover where you're still playing defense—when your culture should be your offenseUpgrade your leadership thinking with real examples and immediate applicationsFound this useful? Like, share, and follow. Every signal grows the show—and brings in more elite guests ready to share the truths behind high-growth success. Send us a textSupport the showJoin the Podcast Newsletter: Link

En este episodio de El Brieff, Arturo Salazar te presenta un panorama completo de las noticias globales y nacionales. Desde los aranceles comerciales y amenazas de Trump, hasta operaciones en Jalisco, nuevas regulaciones taurinas, y tensiones en Ucrania, sin olvidar el estudio sobre la longevidad de Maria Branyas Morera y las acusaciones a Israel. Libro del día: No Rules Rules establece los principios de la cultura empresarial única de Netflix, basada en la libertad y responsabilidad de los empleados, y optimizada para la máxima innovación. Al hacerlo, traza el increíble viaje de Netflix, un cuento de hadas de startups. Lee o escucha este resumen aquí.Patrocinador del día: Queremos agradecer a nuestro patrocinador, STRTGY, por acompañarnos. Su solución EVA Demand Forecasting ayuda a los equipos de planificación a pronosticar la demanda con precisión, integrando datos históricos, información de clientes y campañas de marketing, lo que reduce quiebres de stock y mejora el servicio. ¡Descubre más sobre EVA en su sitio web o al correo: arturo@strtgy!Suscríbete gratis a nuestro newsletter con las noticias más importantes del día.Si te interesa una mención en El Brieff, escríbenos a arturo@brieffy.com Hosted on Acast. See acast.com/privacy for more information.

Gesundheit, Erfolg, Reichtum..das wünschen wir euch für das nächste Jahr, aber damit ihr das auch erreichen könnt, haben wir euch in dieser Folge die 6 wichtigsten Bücher mitgebracht, die Ihr lesen müsst, damit 2025 zu einem Erfolg wird. Von Entrepreneurship, über Gesundheit bis hin zum ewigen Leben...ALLES IST MIT DABEI.Danke für dieses krasse Jahr und dass ihr uns so unterstützt!Küsschen - Simon & FabianHolt euch die Bücher über unseren Amazon Link, pls!00:00 Weihnachtsfolge 202401:34 Die 1%-Methode (https://amzn.to/3VOCd8P)07:12 The Fail Safe Solopreneur (https://amzn.to/41Ot97J)12:09 Extreme Ownership (https://amzn.to/41R6wj8)18:19 No Rules Rules (https://amzn.to/3DzgQ5u)25:07 Outlive (https://amzn.to/41OvsrJ)32:52 Tools of Titans (https://amzn.to/49P4ty5)37:10 Schluss Hosted on Acast. See acast.com/privacy for more information.

[click here for the transcript in English] >>> intro Welkom in deze aflevering van onze podcast Let's talk about Work. Vandaag hebben we iemand heel bijzonder te gast. Bart Wuyts gaat namelijk in gesprek met onze podcast Founding Mother Artemis Kubala. Zij is onlangs een nieuwe uitdaging aangegaan en we zijn heel blij haar hier terug te zien. Het is een unieke kans om met haar in te zoomen op het ontstaan van deze podcast reeks, maar vooral ook om een deep dive te nemen in termen als diversiteit, inclusie en divergentie. Neem zeker ook pen en papier bij de hand, want Artemis heeft bijzondere boekentips voor je in petto.   Beste luisteraar, we zijn vandaag heel opgetogen met onze nieuwe gast in de podcast reeks. En eigenlijk is het geen nieuwe gast, want Artemis Kubala is al vanaf het prille begin mee betrokken en heeft eigenlijk gewoon heel deze podcast reeks in elkaar gestoken, geregisseerd, geproduced. En we dachten dat het toch de moeite was, nu aan het eind van het tweede seizoen van onze podcast reeks, om Artemis zelf ook eens aan het woord te hebben. Dus van harte welkom Artemis Kubala.   Dank je wel.   Artemis, je hebt de voorbije jaren hier als collega bij ons gewerkt binnen WEB-Blenders.  We gaan daar niet te lang bij stilstaan, maar misschien toch heel even. Wat ben je nu aan het doen? Want je hebt ons recent verlaten?   Ja, ik ben nu expert leren en ontwikkelen binnen Natuurinvest en Natuurinvest is het stukje eigen vermogen van het Agentschap Natuur en Bos. Dat wil zeggen dat al het geld dat binnenkomt uit de houtverkopen, uit de beheerde bossen door natuur en bos. Dat geld moet geïnvesteerd worden in meer en betere natuur. En dat gebeurt via Natuurinvest en we zetten in op onder andere natuureducatie en natuurbeleving.   Toch weer een andere wereld die jij opzoekt.  Een andere en eenzelfde. Want alles wat ik tot hiertoe mocht doen rond inclusie en innovatie kwam heel vaak neer op het zoeken naar: wat is trainable, wat zijn vaardigheden waarin dat we ons kunnen oefenen, waarin dat we ons kunnen verbeteren. Dus om daar nu helemaal te duiken in leren en ontwikkelen. Ik zie daar ergens nog wel de rode draad in.  Ja, ik zag eigenlijk nog een andere rode draad dat het uiteindelijk overal wel belangrijk is om de diversiteit te koesteren. Of het nu gaat in een organisatie naar mensen als in de natuur, onze biodiversiteit. Maar goed, daar gaan we het niet te lang over hebben, die biodiversiteit.   Ja, maar wacht, misschien toch nog efkes omdat er net ook een knooppunt is tussen die twee. Het is wetenschappelijk namelijk aangetoond dat op plaatsen op aarde waar dat de culturele diversiteit hoog is, het ook beter gesteld is met de biodiversiteit.   Kijk eens aan. Kijk eens aan. Dus nog een reden om die culturele diversiteit in onze samenleving te versterken. Ik wil daar eigenlijk meteen even graag op inpikken. Diversiteit is een woord dat we ondertussen al vele jaren hanteren waar we, ja ieder wellicht een eigen invulling aan geeft. En sinds een aantal jaar wordt diversiteit en inclusie vaak gewoon in één adem genoemd. Je ziet ook heel wat bedrijven die daar functionarissen op hebben. Mensen die verantwoordelijk zijn voor de diversiteit en inclusie in de organisatie. Maar het zijn niet dezelfde begrippen voor jou en ik denk voor velen, Artemis. Wat is voor jou het verschil?   Ja, diversiteit, inclusie wordt vaak in één adem genoemd. DEI, equity, komt daar ook nog heel vaak bij. Gelijkwaardigheid. En ik leg het graag uit als volgt. Diversiteit is hetgene wat er is. Dat is als de lucht die ons omringt. En inclusie is de actie wat je ermee doet. Inclusie zou je dan ademen kunnen noemen. Dus wanneer ik mensen hoor zeggen ja wij willen een meer diverse werkvloer, dan frons ik altijd een klein beetje mijn wenkbrauwen.  Want divers wilt gewoon zeggen verschillend. Verscheiden. Als het dan gaat over een diverse werkvloer, ja, wil dat dan zeggen dat je en lampen produceert en auto's wast en planten kweekt? Dat zou een diverse werkvloer zijn. Maar meestal denk ik dat mensen proberen zich in te zetten voor een inclusieve werkvloer waar mensen die verschillend zijn allemaal kunnen bijdragen. En daarbij is belangrijk om te weten dat zichtbare diversiteit kleiner is dan onzichtbare diversiteit.   Wacht, zichtbare diversiteit, ja. Leg dat toch nog eens even uit wat je bedoelt.   Ja, dat komt eigenlijk uit het Human Genome Project dat al in 2003 is afgerond. Het is dus zeker niks nieuw dat ik aan het zeggen ben. Daar komt onder andere ook uit dat ras geen wetenschappelijk concept is.  Maar ik ben al direct aan het afwijken. Wat daar wel ook nog uitkomt is dat op niveau van DNA, dat als je twee verschillende groepen van mensen hebt, dat de verscheidenheid daartussen op DNA niveau dus genetisch kleiner is dan die genetische verscheidenheid binnen één groep van zogenaamde dezelfde mensen. Dus als je dat dan vertaalt naar inclusie-inspanningen op de werkvloer, dan zou je eigenlijk kunnen zeggen van kijk, als je een groep mensen in een vergadering ziet en die zien er min of meer allemaal hetzelfde uit, en uw eerste reactie is van ja, da's toch wel een heel homogene groep.   Die kan echt wel divers zijn. Denk maar aan de veertien assen van identiteitsvorming van Helma Lutz. Uw afkomst, uw gezondheid, uw verblijfsstatus, uw opleidingsniveau. Dat kunnen mensen zijn die er op het uiterlijk homogeen uitzien, maar die echt een ander referentiekader hebben. Misschien heeft iemand autisme, misschien is iemand in armoede opgegroeid, zijn er politieke verschillende voorkeuren. Daar heb je veel meer meerstemmigheid dan in een groep die dat er op uiterlijk misschien heel verschillend uitziet, maar die allemaal ongeveer hetzelfde gestudeerd hebben, die allemaal dezelfde opinie hebben waar dat je eigenlijk die meerstemmigheid niet hebt. En het is altijd een beetje een slippery slope om dat te zeggen want ik vind dat we ons moeten blijven inzetten voor zichtbare diversiteit omwille van het belang van rolmodellen en omwille van zichtbare verandering kan impact opleveren die het voor onzichtbare verschillen beter maakt. Maar we mogen ons daar ook niet op blindstaren. Het is geen checkbox. Je kunt niet zeggen oh op mijn bedrijf zien wij er allemaal heel verschillend uit, dus wij zijn kei inclusief.  Ja, ik wou daar op ingaan, maar ja goed, je hebt het zelf al geadresseerd. Dus het is een gevaarlijke bedenking, maar je zegt we moeten toch durven inzetten op meer zichtbare diversiteit. Onder andere omwille van rolmodellen zeg je heel snel. Waarom zeg je dat? Ja, rolmodellen zijn belangrijk voor die mensen die daar nu eigenlijk op verschillende vlakken nog niet gelijkwaardig worden behandeld, nog niet een gelijkwaardige kans zelf kunnen grijpen. Tegelijkertijd, rolmodellen is ook maar een instrument. Het doel uiteindelijk om in te zetten op inclusie is om meer belonging te creëren. Iets wat heel ongrijpbaar is. Want wanneer voelt ge u ergens thuis? Wanneer voelt ge dat ge kunt bijdragen aan de missie en de visie van uw bedrijf? Het is ongrijpbaar. Maar waarom dat het dan wel. Om het bruggetje te maken naar jouw aanvankelijke vraag waarom dat we wel moeten inzetten op zichtbare diversiteit of zichtbare inclusie. Omdat als we nog ongemak ervaren in het omgaan met mensen die er anders uitzien. Dat is een beetje de kanarie in de koolmijn van hoe dat we omgaan met onzichtbare diversiteit. Als we strategieën hebben op bedrijfsniveau van kijk, al voor de zichtbare diversiteit zorgen we ervoor dat mensen zich op hun gemak voelen. Dan gaat dat deuren openen naar ook voor mensen die er misschien een beetje hetzelfde uitzien of op elkaar lijken, maar die eigenlijk ook wel divergent zijn.  Maar wij hebben daar geen aandacht voor, want dat ziet ge zo niet op het eerste niveau. Dan gaat ge wel strategieën ontwikkelen zodat die mensen ook hun niveau van belonging naar boven kunnen halen. Ja en terloops laat je een ander woord vallen waar ik toevallig denk ik gisteren in een LinkedIn post van jou ook even iets over gelezen heb. Beste luisteraar, trouwens, als je over dit thema interesse hebt moet je zeker Artemis Kubala volgen op LinkedIn. Waar je sprak over de begrippen diversiteit en divergentie. En je noemde net ook iemand die divergent is. Maar leg eens uit wat je wat je daarmee bedoelt?   Ja, diversiteit is eigenlijk gewoon verscheidenheid en die is er en die is nog groter onzichtbaar dan zichtbaar. Maar als je kijkt naar groepsdynamiek of wat er speelt, bijvoorbeeld tijdens een vergadering, dan is het belangrijk om oog te hebben voor divergentie. En iemand die divergent is tegenover de mainstream aanwezigheid, dat is iemand die afwijkt van de meerderheid. En het is altijd voor iemand die afwijkend is op persoonskenmerken moeilijker om gehoord, gezien en impactvol te zijn.  Wetenschappelijk is bewezen dat vanaf dat je drie mensen in een divergente positie hebt dat dat minder speelt. Maar als coördinator of leider of teamleader of voorzitter van een vergadering is het belangrijk om daar oog voor te hebben. Ook om te weten hoe dat je jezelf verhoudt. Zit je zelf meer in die divergente positie, dan kan je gelijkwaardigheid versterken door zelf meer ruimte te nemen en dan geraak je eigenlijk bijna meer in een rolmodel positie. Ben je zelf niet in die divergente positie en leun je meer aan bij de mainstream positie, dan is uw strategie eerder ruimte geven.  En je bedoelt dan uw strategie als leider van het gesprek of van het team.   Inderdaad.  Divergentie, dus hoe verhoud je jezelf tot een soort onuitgesproken norm die op dat moment geldt in die omstandigheden.  Dat klopt. Hoe verhoud je jezelf of heb je zicht op de divergentie die aanwezig is in het team.  Ja. Grappig. We deden vanochtend in een andere meeting hier in huis een oefening waar stellingen ingenomen werden en waar eigenlijk mensen zich in de ruimte verplaatsten. Afhankelijk van hoe verhoud je je tot die stelling. En dan was het ook boeiend om te zien dat elke stelling wel enkele mensen, de meesten waren steeds akkoord met de stelling, maar er waren toch ook altijd een aantal mensen die afweken en dus dat was heel zichtbaar in de ruimte. En de facilitator van het proces die gaf eigenlijk ook het liefst het woord aan die divergente stemmen omdat die zeker gehoord zouden worden. Dus dat was ook wel een interessant inzicht wat jij op een andere manier ook bevestigt.   Artemis, we hebben de afgelopen twee jaar samen heel wat podcast gesprekken gedaan. We zijn daarmee gestart naar aanleiding van een concreet innovatieproject op het thema inclusie wat jij met veel passie uitgevoerd hebt. Misschien moeten we daar nog eens heel even bij stilstaan. Want wat was eigenlijk ook alweer de aanleiding om hiermee te starten? En hoe kijk je daar zelf op terug?   Ja, de aanleiding en helemaal in het begin heette het nog project MADAM, dan waren we nog in de verkenningsfase. MADAM was een letterwoord geloof ik. Meer aandacht voor dames met een achtergrond in migratie. En dan wilden we eigenlijk verkennen van ja, hoe komt het dat er een kloof is van 10% in arbeidsmarktparticipatie tussen hoger opgeleide vrouwen met migratieachtergrond en hoger opgeleide vrouwen zonder migratieachtergrond. En dat was onze aanvankelijke terminologie. Gaandeweg doorheen het project zijn we eigenlijk afgestapt van hoger en lager, omdat daar ook een beetje een waardeoordeel achter zit en spreken we van langer opgeleide mensen en minder lang opgeleide mensen of kort opgeleide mensen. Maar de verkennende fase was eigenlijk van ja, hoe komt het dat die kloof daar zit. Want als we spreken over lang opgeleide personen met en zonder migratieachtergrond, indien met migratieachtergrond, dat zijn ook mensen van tweede generatie van derde generatie waar geen taaldrempel meer zit, die dezelfde diploma's hebben. Hoe komt dat dan dat daar toch nog 10% verschil in zit? En dan hebben we gesprekken gevoerd, workshops gedaan met zowel werkgevers als werkzoekenden als bemiddelaars. En ik herinner mij nog een fijne sessie, onder andere bij de workout room bij de VDAB en daar kwamen veel drempels uit naar boven. Maar we zaten natuurlijk in een project context. Dus je moet selecteren, je moet keuzes maken. En dan hebben we uiteindelijk gekozen voor drie drempels zijnde vaardigheden, netwerk en kennis. Kennis over wat er aan aanbod, ondersteuningsaanbod allemaal is. En binnen die kennis wilden we heel graag die kennis die er is ontsluiten uit de academische wereld of uit de experten wereld. Want er is best wel veel kennis, maar die is ook een beetje versnipperd en die zit soms ook verpakt in jargon of in academische artikels waar ook niet iedereen toegang toe heeft. Hetzelfde met netwerk. Netwerk is er ook wel, maar als je bijvoorbeeld al niet kan voortbouwen op het netwerk van uw ouders omdat die ook wel netwerk hebben maar niet in België, ja dan hebt ge toch ook al een achterstand. Tegelijkertijd zit er in netwerk ook een interessante bias of onbewust oordeel of vooroordeel waar ook niemand iets aan kan doen. Voor alle duidelijkheid daar zit geen waardeoordeel achter. Maar je hebt in uw netwerk meestal gewoon mensen die dat op u lijken en dat is zo, dat is des mensen. Maar er zit heel veel potentieel in het kruisbestuiven van die verschillende netwerken met elkaar. En zo zijn we eigenlijk wandelingen gaan organiseren tussen werkgevers en werkzoekenden. Niet in de eerste plaats om te resulteren in een sollicitatiegesprek. Maar wel dat diegene die eigenlijk een uur met mekaar hebben gewandeld, dat die elkaars netwerk zouden kruisbestuiven en dat die elk na de wandeling op z'n minst drie contacten zouden doorgeven, zeggende van ah, ik heb nu een uur met u gepraat, ik denk dat ge zeker eens ne keer met die en die en die zou moeten praten en andersom ook. En we hadden ons geïnspireerd door het Canadese programma het Connectors Program, want dat werkt daar echt goed. Dat heeft uiteindelijk de projectfase niet overleefd. Maar één van de dingen dat we daar ook organiseerden, dus het noemde walks, talks en labo's. De labo's dat was voor het versterken van de vaardigheden. Maar de talks daar waren gesprekken die we organiseerden tussen verschillende experten met een live publiek, met een digitaal publiek. Want we hebben ze zowel in het echt georganiseerd als digitaal. En dat was eigenlijk de aanleiding voor deze podcast gesprekken. Dat we dachten, dat formaat, dat slaat wel aan. Dat was wel een lange omweg om daar terug te geraken. Ja. Dus we hebben inderdaad die talks georganiseerd tijdens het project waar we mensen bijeen brachten en waar we inzichten deelden, kennis deelden. Dat ging dan meestal over een spreker die zijn of haar kennis deelde. En daarvan hebben we gezegd, eigenlijk is dit een gemakkelijk medium om dat te blijven doen. Dat we die experten niet op een podium zetten maar voor de micro halen en op die manier eigenlijk de floor geven aan interessante mensen rond dit thema. En zo hebben we ondertussen toch wel, ik heb de tel eigenlijk niet meer bijgehouden, maar ik schat een twintigtal gesprekken gevoerd samen. Beste luisteraar, die kan u dus allemaal nog herbeluisteren. Het zou ons te ver voeren om die allemaal terug de revue te laten passeren nu. Maar het boeit me toch om even bij jou te toetsen of er zo gesprekken geweest zijn die bijzonder zijn blijven hangen bij jou of inzichten die misschien nieuw geweest zijn. Wat heeft dat met jou gedaan?   Om te beginnen was ik heel blij verrast over het enthousiasme bij de sprekers. Want ik dacht, ja wij gaan die contacteren met de vraag om een uurtje tijd vrij te maken rond dit thema. En eigenlijk is iedereen daar op ingegaan. En ja, hier en daar één uitzondering denk ik.  Want je hebt veel mensen uitgenodigd die je zelf eigenlijk ook nog niet kende.   Ja absoluut. Puur met de toelichting van kijk, het komt voort uit dit project, dat is onze doelstelling. We willen het thema levend houden. We willen het vanuit verschillende hoeken belichten. Ja en dat leeft, dus dat is al iets fijn om vast te stellen. En ja, elk gesprek is me eigenlijk wel bijgebleven. Misschien één in het bijzonder waarmee ik geen afbreuk wil doen aan …  Nee, dat is het risico als ik die vraag stel aan jou nu.  Ja, inderdaad, maar ik herinner mij, en het was er eigenlijk eentje waar dat je zelf op het laatste nippertje niet bij kon zijn, hè Bart. Maar het gesprek met Mounir Samuel in Amsterdam heeft een hele grote impact gehad. Hij heeft een boek geschreven ‘Een nieuwe taal voor een nieuwe tijd'. En de titel is eigenlijk ‘Zo mag je het niet zeggen'. Heb ik hem hier dat ik de titel juist heb.   Hier liggen namelijk heel wat boeken voor ons op tafel beste luisteraar. U kan dat niet zien. En Artemis is er nu eentje aan't pakken, dat hoort u misschien.   Correctie. Het boek van Mounir Samuel ‘Je mag ook niet meer zeggen een nieuwe taal voor een nieuwe tijd' waarin dat die eigenlijk nadenkt over wat willen we eigenlijk als samenleving. Welke taal geven we daaraan. Erkennen we genoeg de scheppende kracht van taal. Zijn we daar zuiver genoeg op de graat mee. Durven we voldoende de urgenties die deze samenleving kent, durven we die voldoende topic tot gesprek maken. En hij koppelt daar ineens iets heel fijn aan, want hij gaat verder dan inspiratie. Hij heeft het over diversvaardigheid en dat is iets wat bij mij ook al langer een rode draad was in wat ik doe of deed. Steeds zoeken naar manieren waarop dat er geoefend kan worden. Want je kunt ergens heel hard van overtuigd zijn, maar het is altijd zaak om dat te vertalen naar gedrag, naar veranderd gedrag. En als je gaat voor verandering, hoe gaat ge dan ook bereid zijn om zelf te veranderen wat dat je tot nu toe doet. En dat is wel iets wat dat die in zijn boek heel sterk naar voren brengt. Hij heeft er trouwens ook een podcast reeks van gemaakt, dus je kan er ook naar luisteren.  Ja, geef z'n naam nog eens.  Mounir Samuel. En ja, ik moet ook andere sprekers vermelden. Maurice Crul met zijn onderzoek, dat boekje ligt hier. Maurice Crul, hoogleraar, ook in Nederland, ‘De nieuwe minderheid - Over mensen zonder migratieachtergrond in een superdiverse stad' waarin dat die eigenlijk zijn onderzoek populariseert in een heel toegankelijk boek. Het is beschikbaar, zowel in het Engels als in het Nederlands en je kan het ook gratis downloaden. Waar onder andere uit naar boven komt dat opvoeding zo superbelangrijk is en dat je als volwassene zaken meeneemt uit uw opvoeding, onbewust, die heel moeilijk nog af te leren zijn. En dat het heel belangrijk is om als kind op te groeien in een omgeving waarin je met veel diversiteit in aanraking komt op verschillende vlakken. Want je kweekt een soort van vaardigheid die dan weer als volwassene heel moeilijk nog aan te kweken is. En dat is ook een beetje een link naar het gesprek dat we met William Boeva hebben gehad waarin dat die het had over ‘we leven in een gesubsidieerde segregatie'.  Jaja, vooral dan in zijn geval, richt hij zich naar mensen met een beperking. De boeken die Artemis net vermeldt, die liggen hier op tafel luisteraar en die hangen vol gele verwijzingspapiertjes dus ze heeft die grondig gelezen, maar ook aanleiding gevonden om daar vanalles in te highlighten. Dus daar zit veel kennis verstopt in die boeken, daar ben ik van overtuigd. Artemis, je zei het eerder in het gesprek al even of je haalde het even aan. Dat was ook één van de aanleidingen van ons project waar je naar verwezen hebt, de arbeidsparticipatie van niet-EU burgers in Vlaanderen is bedroevend laag. Ik zag recent nog statistieken. We gebruiken die hier intern ook om te sensibiliseren naar onze medewerkers. In een Europees perspectief scoort er geen enkel land slechter dan wat wij in Vlaanderen doen.  België doet ook een beetje beter dan Vlaanderen. En dat is vandaag de dag dus nog steeds zo. En dat was één van de aanleidingen om met dat project te starten om ook met andere activiteiten en initiatieven hierbij bij WEB-Blenders te starten. Maar het is een hardnekkig probleem blijkbaar. Wat moet er nu gebeuren volgens jou om hier eens echt grote stappen in vooruit te kunnen zetten in deze regio?  Wat een omvattende vraag.  Wat kunnen bedrijven anders doen? Werkgevers die met dit thema aan de slag zijn en die vandaag. Een paradox, we kampen met een grotere arbeidsmarkt, schaarste, krapte dan ooit tevoren. En toch zien we dat systematisch mensen met een niet-EU achtergrond weinig kansen krijgen op onze arbeidsmarkt in vergelijking met alle anderen.   Je hebt natuurlijk ook nog het probleem van erkenning van diploma's dat daar ongetwijfeld een vertragende factor in zal zijn. Daar moet gewoon opnieuw over worden nagedacht. Want ik begrijp zeker dat je ook helderheid moet hebben of iemand met een artsendiploma of dat die hier op dezelfde manier ook aan de slag kan gaan. Dus ik snap dat daar zeker naar gekeken moet worden, maar er moeten toch manieren zijn om het menselijk potentieel dat er is, om dat beter in te zetten. En ik heb het een beetje moeilijk als ik het zelf zo zeg, omdat het menselijk potentieel gaat verder dan alleen maar hoe kunnen mensen geactiveerd worden. Of hoe kunnen mensen meer aan het werk gezet worden. Want het leven bestaat uit meer dan werk alleen. Tegelijkertijd is het wel belangrijk dat mensen via werk zich kunnen inzetten voor iets wat ze zelf heel belangrijk vinden. Dus die ambities, die persoonlijke ambities een plaats kunnen geven op de werkvloer. Ook omdat het vanuit werkgevers. Er is een noodzaak om goede mensen op de werkvloer te hebben. En misschien zit er een kans in het loslaten van diplomisme, het iets meer durven loskoppelen van onderwijs aan arbeidsmarkt. In mijn opinie dient school en educatie er niet voor om werknemers af te leveren. Want als ge in het middelbaar, als je het middelbaar afrondt of aan het begin van het middelbaar kies je een bepaalde richting. Wie zegt dat zes jaar later de arbeidsmarkt er nog zo uitziet zoals ze nu uit eruitziet. Of welke noden dat er nu zijn. Dat is natuurlijk geen pasklaar antwoord. Maar ik vind wel belangrijk dat we durven in die richting te kijken. Maar dat gaat op lange termijn spelen.   Ja, het triggert bij mij vanalles als je dat zegt. Maar ik moet even spontaan denken aan ons, volgens mij ons allereerste podcast gesprek, waar we spraken met een gast die in Polen dacht ik haar ingenieursdiploma gehaald had aan een zeer vermaarde universiteit in Polen en eigenlijk er jarenlang mee gestruggeld heeft in België dat dat hier niet erkend werd. En dan ondertussen op een andere job in een managementpositie terechtgekomen is. Anna Gaik van Accent. Juist. Wat zou jij werkgevers die vandaag met dit thema aan de slag zijn of aan de slag willen, zijn er zo een aantal dingen die je hen zou kunnen meegeven waarvan jij zegt ja, dat zijn toch heel belangrijke randvoorwaarden of manieren om hier op een goeie manier mee om te gaan. En ik weet dat dit ook een brede vraag is, maar misschien zijn er een aantal dingen die spontaan bij jou naar boven komen.   Ja ik denk als het gaat om het meer inclusief vormgeven van je organisatie, je bedrijf dat je moet durven veranderen. Want je wilt uiteindelijk een resultaat dat anders is dan wat je nu hebt. En dat kan gaan over heel kleine praktische dingen. Bijvoorbeeld Ja, waar verspreid ge uw vacatures? Is dat alleen maar via de VDAB? En het platform van de VDAB is goed. Verspreid vooral uw vacatures verder via de VDAB. Maar weet dat er ook, bijvoorbeeld LEVL is, de erkende participatieorganisatie voor Vlaanderen en Brussel. Ze hebben een jobplatform. Hijabis at work is ook een dankbaar platform waar dat je als werkgever meteen duidelijk maakt van je bent hier welkom. We gaan u niet vragen om je hoofddoek af te doen en we gaan u niet behandelen als een pioniersmedewerker. Misschien moet ik pioniersmedewerker even toelichten. Een pioniersmedewerker is eigenlijk een medewerker die als eerste bijvoorbeeld in het bedrijf een andere huidskleur heeft of een moslimachtergrond of een andere overtuiging of als eerste iemand die in een rolstoel is. En heel vaak wordt die dan behandeld als oh, vertel me eens ne keer iets over de islam. Ik betrek het nu efkes op m'n eigen alhoewel dat ik natuurlijk geen woordvoerder ben van iedereen die islamitisch is. En op zich heel vaak is dat nieuwsgierigheid, maar het is wel iets wat de andere medewerkers niet moeten dragen of niet dragen. Dus zoiets bijvoorbeeld. Er is ook weer een wetenschappelijk inzicht daarrond. Vanaf dat je drie mensen aanwerft die in die divergente positie zitten, want daar gaat het eigenlijk een beetje over, speelt dat niet.  Ja dat zei je daarstraks ook al, dat getal drie.  Voor veel organisaties is dat geen realiteit. We werven aan per drie. Omdat de middelen dat vaak ook niet toelaten. En een heel goeie tegenkanting die ik dan ook weer heb gehoord: Ja, maar wij willen niet aanwerven op identiteitskenmerken. Wij willen aanwerven op het feit dat iemand de kwaliteiten bezit. En dat is een heel terechte tegenwerping. Dus je zit nu een beetje in een tijdsgewricht waar dat ge echt in een spreidstand zit. Wij willen snelheid pakken op inclusie. Dus die representativiteit is heel belangrijk, maar wij willen niet mensen aanwerven op basis van hun identiteitskenmerken.   Is positieve discriminatie dan toch noodzakelijk?   Positieve actie. Positieve discriminatie op zich bestaat eigenlijk niet, want als je kijkt naar, als je een bepaalde standaardlijn hebt, dan ga je alleen maar positieve actie ondernemen voor diegenen die nu die lijn niet halen, die standaardlijn. Dus dan is dat eigenlijk om mensen die in een minder gelijkwaardige positie zitten om die tot aan die standaardlijn te krijgen. Discriminatie, dat zou zijn dat je ze optilt boven de andere, terwijl dat niet het geval is, want zij beginnen op een niveau min 10. Dus positieve actie in die zin denk ik wel dat zoden aan de dijk gaan zetten, maar het haalt je nog altijd niet uit die spreidstand, want ge werkt aan representativiteit en ge wilt niet aanwerven op basis van persoonskenmerken. En toch vraagt de situatie daarom.   Ja, dus moeten we het eigenlijk wel doen. Ja. En je begon te zeggen: kijk breder dan enkel de vacaturedatabank van de VDAB. Post je vacatures ook elders. Bijvoorbeeld bij LEVL enzovoort. Omdat je daar alleen al een signaal mee geeft eigenlijk. Je gaat er mogelijk ook andere mensen mee aantrekken. Maar zelfs al doe je dat niet, geef je d'r wel een signaal mee. Je bent hier welkom, ook als je vanuit een andere achtergrond, cultuur, noem maar op, komt.  Ja, absoluut. En, naast het durven betreden van andere paden op vlak van het verspreiden van uw vacatures, want dat gaat ook over mensen persoonlijk aanspreken, is er ook nog iets. En in het gesprek met Sharon Augustus van de gemeente Eindhoven kwam dat goed naar boven. Om zeker in te zetten op selectiecomités die inclusief zijn vormgegeven. Want ergens selecteren we mensen altijd onbewust op een soort van klik, een soort van herkenbaarheid. Ah ja, ik voel me goed bij die persoon. Ja, die gaat hier zeker passen. Maar ja, als ge aanwerft op basis van die past goed bij de rest, ja dan continueert ge natuurlijk uw bedrijf zoals het nu is, waar dat soms ook niks tegen is.  Maar als je net voor verandering wilt gaan, is het wel goed dat in uw selectiecomité ook mensen zitten wiens mikadostokjes noem ik ze, die veertien assen van identiteitsvorming, dat die anders zijn gekruist dan die van uzelf omdat ge dan eigenlijk die confirmation bias, die blinde vlek tegengaat. En daar kunt ge alleen maar samen doen. Ge kunt dat van uzelf niet tegengaan in uw eentje.   Ja. Je hebt hier heel wat boeken meegebracht en we hebben dat tijdens de vorige podcast afleveringen ook telkens gezien. Enfin, ik heb dat gezien, de luisteraar iets minder. We hebben er toevallig daarnet al twee uitgehaald. Ik zat zo aan het begin van het gesprek te denken. Welke drie aanraders, meest sterkste aanraders heb je hier nu op tafel liggen voor de luisteraar?  Dan ga ik er eerst twee tegelijk noemen die dan gelden als één boek, dan kan ik er nog twee andere vertellen.  En je hoort wat beweging op tafel hier. Dat zijn de boeken die opgepakt worden.   Ja, ik heb er eentje. Cultural intelligence van Julia Middleton, ‘The competitive edge for leaders crossing borders'. Ze heeft het over het concept culturele intelligentie of culturele quotiënt wat een twintigtal jaar geleden het licht zag in Amerika, in de expatwereld eigenlijk.  Culturele intelligentie, dus dat staat eigenlijk naast de emotionele intelligentie of de klassieke intelligentie die wij de IQ en de EQ, is dit de CQ.   Klopt, klopt en het is ook tijdsgewijs dat je het in die dynamiek zou kunnen zetten. Want eerst was er heel veel aandacht voor IQ. Daarna is EQ eigenlijk gekomen empathie als een soort van aanvulling daarop, waarbij dat je probeert om je zoveel mogelijk te verplaatsen in de schoenen van iemand anders, om dan op basis van die inzichten beslissingen te maken. En dan, ja CQ. CQ zag eigenlijk het licht als een training die dat je geeft aan mensen die gedurende een bepaalde periode in het buitenland gaan werken zodat zij handvaten hebben en praktische guidelines van hoe kan ik nu goed samenleven en samenwerken met mensen die toch echt wel een heel ander referentiekader hebben dan ikzelf. Maar we moeten daarvoor niet naar buitenland, om goed te willen samenleven en samenwerken met mensen die een heel ander referentiekader hebben dan dat van onszelf. En de baseline. Want er is veel te zeggen over CQ of culturele quotiënt, maar de baseline is een beetje dat de meest belangrijke cultuur om te doorgronden en te begrijpen dat dat degene is van uzelf en niet van de anderen. Want heel vaak projecteren wij onze nieuwsgierigheid naar anderen en vergeten we om een soort van zelfonderzoek te doen of zelfreflectie van ja maar hoe komt het nu dat een bepaalde gedraging of een bepaalde uitspraak, of een bepaalde overtuiging van iemand anders, dat dat zo botst met hoe dat ik in het leven sta. Maar dat heeft heel veel impact op het feit hoe je zelf in het leven staat, hoe je bent opgegroeid, waar je voor staat. Dat is de helft van de reden voor die wrevel of die wrijving. Daar moeten we bewust mee omgaan, want, om het bijna negatief te framen. Het ligt niet altijd aan de ander. Het ligt evengoed aan uzelf. Maar dat dan positief, op een constructieve manier.  Het daagt uit om in de spiegel te kijken. Absoluut. En het daagt ook uit om uzelf niet uit te sluiten van het gesprek rond inclusie. Want vaak hoor ik mensen tegen mij zeggen. Ja, je bent een goei hè Artemis om het te hebben over inclusie met uw niet Vlaamse naam en uw hoofddoek, en uw talenkennis en weet ik veel wat. En dan zeg ik ja natuurlijk spreek ik daar graag over, maar iedereen spreekt daar graag over. Want inclusie, daar kunt ge het niet over hebben als ge uzelf daarbij uitsluit, terwijl dat dan nog wel vaak gebeurt. We hebben het over inclusie, want da's belangrijk voor die mensen. Da's belangrijk voor die mensen die dat nu nog niet een gelijkwaardige positie hebben. Maar iedereen heeft op één van die verschillende assen wel iemand in zijn omgeving. Stel bijvoorbeeld dat uw moeder of uw vader gediagnosticeerd is met Alzheimer en die wordt nu alleen nog maar aangesproken op het vlak van die neurologische aandoening. Ja, dat is ook niet fair. Dat is ook niet gelijkwaardig. Die mens is ook meer dan. Of stel dat we zelf door ziekte of door leeftijd in een rolstoel geraken en we willen het openbaar vervoer nemen. Ja, dat heeft meteen een impact op ons eigen leven. Al die verschillende assen, dat heeft allemaal een haakje op onszelf, op iedereen. Dus inclusie, dat belangt iedereen toe. Ja, ik ben zo in mijn eigen betoog verdiept geraakt dat ik al vergeten was.  We hadden het over drie boeken en ge heb er ene benoemd. We gaan die twee andere iets sneller doen. Dus het boek waar je het over had was Culturele Intelligentie.   Klopt. En eentje dat er eigenlijk in het zog daarvan toch ook nog bij hoort is ‘Digital, Diverse & Divided' van David Livermore ‘How to Talk to Racists, Compete with Robots and Overcome Polarization'.   Oké, en een derde boek? Je krijgt toch nog maar één kans.  Een derde boek zou ‘No Rules Rules' zijn ‘Waarom Netflix zo succesvol is' van Reed Hastings, Netflix co-founder en CEO en Erin Meyer. Omdat ze eigenlijk, er staat heel erg veel in, maar wat dat voor mij echt een soort van zakboekje is geworden, is rond het geven en krijgen van feedback. En ik zal het kort houden, ik zal het niet toelichten, maar ik raad het tenminste zeker aan om daar even naar te kijken, want het geven en krijgen van feedback, je bewust zijn van waarom dat gij dat op een bepaalde manier doet en op een bepaalde manier wel of niet accepteert. Het vinden van de manier waarop dat je zelf een spiegel kunt hebben wat iedereen nodig heeft en waarom dat dat wel of niet goed valt van de ene persoon of van de andere persoon. Ja, dat is echt een heel groot onderdeel van bedrijfscultuur en van inclusiviteit ook.   No Rules Rules. Kijk, beste luisteraar, u kreeg drie tips mee en we hadden daarvoor ook al twee boeken vermeld. Dus u weet wat lezen de komende weken. Artemis, ik heb, net zoals in vele gesprekken, het gevoel hadden dat we nog lang zouden kunnen verder praten, zie ik de klok verder tikken en gaan we toch naar een afronding. Meestal vraag ik dan aan Artemis of ze nog een dwingende vraag heeft. Deze keer vraag ik gewoon of dat je nog iets kwijt wil wat je nog niet gezegd hebt.  Wat kan ik nog meegeven? Ja weet ge, oefenen rond inclusie komt heel vaak neer op hoe kunnen we meer comfortabel zijn met ongemak en hoe kunnen we dat ook, verwelkomen is misschien te celebrations achtig, maar hoe kunnen we omgaan met ongemak op een manier die dat verbinding niet in de weg staat. Dus ik denk dat dat misschien wel een oproep zou zijn van mij, van zowel op persoonlijk vlak als professioneel. Wat maakt u ongemakkelijk en hoe kunt ge oefenen om dat ongemak niet in de weg te laten staan van verbinding. En ik denk dat als we dat allemaal meer kunnen oefenen met mekaar, dat we een stapje vooruit zetten.   Een fantastische manier om deze podcast te beëindigen. Dank je wel Artemis om hier te zijn voor dit gesprek.  Dank je wel.  [outro] Je luisterde naar een aflevering van Let's talk about Work, de podcast van de groep WEB-Blenders. Al onze gesprekken gaan over werk, de weg naar werk, welzijn op de werkvloer en alles wat daarbij komt kijken. Je vindt ons op je favoriete podcast platform en op www.blenders.be/podcast. Op social media kan je ons volgen op LinkedIn onder podcast Let's talk about Work en op Instagram als Blenders podcast Let's talk! Ook via de Blenders nieuwsbrief kan je up-to-date blijven. Was je geboeid? Zet dit gesprek je aan het denken? Ben je zelf graag één van onze volgende gasten? Laat het ons weten via info@blenders.be en wie weet schuif jij binnenkort mee aan tafel!  

Johann Botha: When Agile Teams Become The Reason Agile Fails in Organizations Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. When Agile teams push too hard for transformation, they risk becoming the enemy. Johann explains how corporate "immune systems" react against new ideas, even when they're beneficial. What strategies can Agile teams use to navigate organizational resistance and avoid self-sabotage? Johann emphasizes the importance of listening, finding safe spaces to experiment, and avoiding the trap of making Agile seem like an invasive force. Featured Book of the Week: No Rules Rules by Reed Hastings and Erin Meyer Johann shares his journey through influential books that shaped his approach to management, from Tom Peters' Liberation Management to Netflix's story in No Rules Rules. How do these books provide a roadmap for progressive management practices in today's fast-paced world? Johann also highlights key texts like Accelerate by Nicole Forsgren et al., and his own work, Competing in a Digital Future, offering listeners a rich library to explore. [IMAGE HERE] Do you wish you had decades of experience? Learn from the Best Scrum Masters In The World, Today! The Tips from the Trenches - Scrum Master edition audiobook includes hours of audio interviews with SM's that have decades of experience: from Mike Cohn to Linda Rising, Christopher Avery, and many more. Super-experienced Scrum Masters share their hard-earned lessons with you. Learn those today, make your teams awesome!   About Johann Botha Johann joins us from South Africa, helping build digital-age capabilities by developing practical skills to solve problems, grow people, and facilitate difficult change. A long-time proponent of Lean and Agile, Johann consults, coaches, speaks, and writes on the topic. He is also the chief examiner for the EXIN Agile Scrum product. You can link with Johann on LinkedIn and connect with Johann on Twitter.

In this episode of OFFBounds, host Paula Macaggi brings you a curated list of 8 essential books that every commerce leader should read this summer. Whether you're leading a team, running a business, or simply looking to enhance your leadership skills, these books will inspire and equip you with the insights needed to thrive in today's competitive landscape. What You'll Learn:

"Netflix and the Culture of Reinvention"

Episode SummaryBrian Finnerty of Udacity discusses effective strategies for aligning content to different stages of the buyer's journey. He stresses the importance of investing in lower funnel proof points like customer success stories and third-party reports. Finnerty also provides tips for validating content assumptions directly with customers. Additionally, he emphasizes optimizing the content mix based on performance data and attribution to opportunities. Throughout the conversation, Finnerty reinforces the importance of tying content marketing efforts directly to pipeline and sales goals. About the guest Brian is a senior marketing executive with deep experience leading successful marketing teams. He believes that marketing can deliver extraordinary results when it harnesses the right blend of full-funnel demand, sales alignment, and rich customer insights. Brian's expertise includes brand strategy, B2B demand generation, and global customer acquisition from mid-market to Fortune 500.  Connect with Brian Finnerty Key takeaways- Map content assets to stages of the buyer's journey, including top-of-funnel awareness content and bottom-of-funnel proof points - Invest in lower-funnel customer success stories and third-party validation reports - Validate content assumptions directly with customers through feedback - Optimize the content mix regularly based on performance data and attribution to opportunities - Track pipeline as the primary metric for measuring content marketing success Quotes "If you're able to track all of those touchpoints, and make sure that they're associated with opportunities in your CRM, then I think you've got a fairly consistent way of assessing how your content engine is performing." -Brian Finnerty Recommended Resource BooksBrian suggests "No Rules Rules" by Reed Hastings and Erin Meyer about Netflix's approach to talent and culture. Podcast Professor Galloway's podcast, ‘The Prof G Pod' for marketing and sales insights. ⁠Connect with Brian Finnerty⁠⁠⁠ | ⁠⁠⁠⁠Follow us on LinkedIn ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Website⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

Join Troy in a riveting conversation with James Baker, co-founder of Varicon, as they unveil the secrets behind growing a small business. Discover how James navigated challenges, scaled his team to 25, and achieved unparalleled success, exceeding revenue targets. Gain insights into strategic leadership and elevate your small business journey. Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here.   Troy delves into our guest's startup journey, their perception of success, industry reconsideration, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice.   And a snapshot of the final five Grow A Small Business Questions:   One of the toughest challenges in growing a small business is navigating the delicate balance between heeding valuable advice and trusting your own instincts. Entrepreneurs often face the dilemma of discerning when to follow conventional wisdom and when to rely on their unique insights. This challenge requires a blend of humility to learn from others and the confidence to make bold decisions based on your entrepreneurial vision. The favorite business book mentioned by James Baker is "No Rules Rules" by Reed Hastings, a co-founder and co-CEO of Netflix. This book delves into the unorthodox and innovative culture at Netflix, providing valuable insights into building and managing successful businesses. James Baker suggests exploring "The Duran Podcast" for geopolitical insights relevant to the venture-backed tech sector, the Lex Fridman Podcast for in-depth interviews on technology, and the "Jordan Peterson Podcast" for a profound exploration of cultural conflicts. Additionally, he suggests the "Entrepreneurial Operating System Program" for business strategy and development.    James Baker recommends "Strategizer," a toolkit that includes the Business Model Canvas, Value Proposition Canvas, and the Testing Business Ideas toolkit for small business growth. This tool helps clarify business direction and prevents unnecessary spending, making it valuable for businesses starting out or undergoing major changes. James Baker would tell himself on day one of starting out five years ago to be exceptionally curious. He emphasizes that curiosity enables one to figure things out, surround themselves with the right people, discover opportunities, and navigate the entrepreneurial journey successfully. Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.     Quotable quotes from our special Grow A Small Business podcast guest: Investing in yourself and your team with professional development is one of the highest leverage things you can do – James Baker   Values are not something you aspire to; they are part of your DNA – James Baker   If you're curious, you can figure everything out as you go – James Baker      

We're happy to welcome you on the Season 2 of the Growthmates podcast where we will dive into insightful conversations with leaders from Amplitude, Canva, Intercom, Coda, HubSpot, and more to come. If you enjoy our show — subscribe to get all episodes right to your inbox on katesyuma.substack.com. Listen now on Apple, Spotify, or watch on YouTube (new!).In this conversation we invited Thom Rimmer, a design leader at Intercom, to discuss the importance of a design-led culture and user-centricity. Thom provides insightful perspectives on the pivotal role of design principles and rituals in the creation of top-tier products like Intercom. Thom also explains Intercom's transparent roadmap and how it helps create a company-wide commitment to customer satisfaction. The conversation delves into the shift toward product-led growth and the challenges of experimentation and optimization. We also explored the adoption of AI and machine learning, with a focus on leveraging these technologies to enhance customer service. Finally, Thom emphasizes the significance of mentorship and leadership in personal and professional growth. The conversation covers topics such as building internal connections and mentorship, inspiring advice and quotes, books for building a design culture, and fun team rituals to maintain a thriving culture.Some Takeaways:* Design-led culture and user-centricity are essential for creating products in a highly competitive market.* Transparent roadmaps help to create a company-wide commitment to customer satisfaction.* The shift towards product-led growth requires deeper attention to product quality.* AI and machine learning can enhance customer service and improve efficiency.* Mentorship and leadership are valuable for personal and professional growth. Building internal connections and mentorship is important for designers within an organization.* Anyone can be a mentor, regardless of their level of experience.* Having someone outside of your company to mentor you can provide a fresh perspective.* Setting weekly goals and holding yourself accountable can help build a strong design culture, and there's an Intercom approach that Thom also shared in the episode.Follow Growthmates podcast updates on:* Substack Newsletter (for instant inbox delivery): https://katesyuma.substack.com/* LinkedIn: https://www.linkedin.com/company/growthmates-podcast/* Instagram: https://www.instagram.com/growthmates_/Where to find Thomas Rimmer, Design Director at Intercom:* LinkedIn: https://www.linkedin.com/in/thomas-rimmer-73903030/ * Website: https://www.thomrimmer.co.uk/Where to find Kate Syuma, Growth Advisor (ex-Miro):* LinkedIn: https://www.linkedin.com/in/ekaterina-syuma/* Newsletter: https://katesyuma.substack.com/* X (Twitter): https://twitter.com/kate_syumaWhere to find Oscar Torres, Product Designer at Miro:* LinkedIn: https://www.linkedin.com/in/oscartorrestryme/* Website: https://www.oscartorres.me/* Instagram: https://www.instagram.com/oscar_towers_/What we've covered in this episode:00:00 Introduction and Design-Led Culture06:01 Design Principles and Culture at Intercom08:15 Emphasis on Quality and Unique Rituals11:12 Roadmap Transparency and Customer Commitment15:08 Shared Understanding of Quality Bar17:34 User-Centricity and Customer Exposure19:30 Involving Engineers in User Research22:56 Shift to Product-Led Growth32:18 Adapting to AI and Machine Learning43:06 Mentorship and Leadership46:10 Building Internal Connections and Mentorship48:36 Lightning Round49:10 Inspiring Advice and Quotes49:43 Books for Building Design Culture50:39 Fun Team Rituals53:21 How to Connect with Thom RimmerResources referenced:* Roger Martin, “The Design of Business”: https://rogerlmartin.com/lets-read/the-design-of-business * Tim Brown, “Change by Design”: https://www.amazon.com/Change-Design-Transforms-Organizations-Innovation/dp/0061766089* Reed Hastings, “No Rules Rules”: https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/1984877860If you enjoyed this episode, don't forget to share it with your colleagues and like-minded friends. For sponsorship and other inquiries reach out to ekaterinasyuma@gmail.com. Subscribe to get more episodes right in your inbox: katesyuma.substack.comThanks for reading Kate's Syuma Newsletter & Growthmates! Subscribe for free to receive new episodes and support my work. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit katesyuma.substack.com

Netflix has “No Rules Rules”. Caroline Kroll has “Nø Rules”.  Caroline is the impressive young founder and CEO of Nø Cosmetics, a disruptor in the clean beauty realm that is taking the retail world by storm.  In her very first podcast interview in English, Caroline shares why Nø Cosmetics breaks the rules of branding and marketing.  We go deep on her social media strategy, especially Instagram and TikTok, which Nø Cosmetics use for community building, market research, and even the co-creation of new products. Caroline tells us why she has a "behind the scenes channel“ on Instagram (that is both genius marketing and next generation CEO communications), why they close shop on Black Friday, and why she doesn't believe in influencer marketing. We also talk about how she communicates with her co-founders — her sister and her parents — and what it takes to be successful in a tough retail environment. Get my free tactical guide “Presentation Hacks: 50 Powerful Strategies to Captivate Any Audience” and join thousands of founders and CEOs worldwide who level up their presentation skills with these strategies: https://www.eoipsocommunications.com/newsletter/ Enjoy the episode! --- Send in a voice message: https://podcasters.spotify.com/pod/show/likeaceo/message

Erin Meyer is a professor at INSEAD, one of the leading international business schools. She is author of two bestselling and award winning books (The Culture Map & No Rules Rules). In 2021, Erin was listed by the Thinkers50, for the third time, as one of the fifty most impactful business writers in the world and in 2018 she was selected by HR magazine as one of the top 30 most influential HR thinkers of the year.Alix Jacobson is Former Vice President HR EMEA at Netflix. She is a commercially driven international HR executive with an extensive track record of building and sustaining healthy, efficient and high-performing teams. She spent 13 years at Netflix, working in various functions across the HR organization, and most recently she led the EMEA HR organization as VP of HR for the region.

Science. Ownership. Speed. Openness.These are the four pillars of Andrew McAfee's observed structure for successful companies. It is the “geeks,” the leaders at the forefront of cross-industry innovation, who embrace these norms and have the potential to redefine business as we know it. In order to break ground and create the kind of future we dream of, organizational leaders need to banish the fear of failure, embrace mistakes, and accept hard feedback with open arms.Andrew is a best-selling author, Principal Research Scientist at the MIT Sloan School of Management, and co-founder of MIT's Initiative on the Digital Economy. His books include More from Less and The Second Machine Age, co-authored with Erik Brynjolfsson. Today on the podcast, we discuss the ideas captured in his most recent book, The Geek Way: The Radical Mindset that Drives Extraordinary Results. In This Episode* The universal geek (1:35)* The four geek norms (8:29)* Tales of geeks and non-geeks (15:19)* Can big companies go geek? (18:33)* The geek way beyond tech (26:32)Below is a lightly edited transcript of our conversation.The universal geek (1:35)Pethokoukis: Is The Geek Way really the Silicon Valley Way? Is this book saying, “Here's how to turn your company into a tech startup”?McAfee: You mentioned both Silicon Valley and tech, and this book is not about either of those—it's not about a region and it's not about an industry, it's about a set of practices. And I think a lot of the confusion comes because those practices were incubated and largely formulated in this region called “Silicon Valley” in this industry that we call “tech”. So I understand the confusion, but I'm not writing about the Valley. Plenty of people do that. I'm not writing about the tech industry. Plenty of people do that. The phenomenon that I don't think we are paying enough attention to is this set of practices and philosophies that, I believe, when bundled correctly, amounts to a flat old upgrade to the company, just a better way to do the thing a company is supposed to do. That needed a label, because it's new. “Geek” is the label that I latched onto.But there's a universal aspect to this, then.Yeah, I believe there is. I understand this sounds arrogant—I believe it's a flat better way to run a company. I don't care where in the world you are, I don't care what industry you are in, if you're making decisions based on evidence, if you're iterating more and planning less, if you're building a modular organization that really does give people authority and responsibility, and if you build an organization where people are actually comfortable speaking truth to power, I think you're going to do better.One reason I'm excited about this book is because, you as well, we think about technological progress, we think about economic growth and productivity and part of that is science and coming up with new ideas and a new technology, but all that stuff has to actually be turned into a commercial enterprise and there has to be well-run companies that take that idea and sell it. Maybe the economist's word might be “diffusion” or something like that, but that's a pretty big part of the story, which I think maybe economists tend not to focus as much on, or policy people, but it's pretty darn important and that's what I think is so exciting about your book is that it addresses that: How to create companies that can do that process—invention-to-product—better. So how can they do it better?Let me quibble with you just a little bit. There are alternatives to this method of getting goods and services to people, called “the company.” That's what we do in capitalist societies. Jim, like you know all too well, over the course of the 20th century, we ran a couple of experiments trying it a different way: These collectivist, command-and-control, centrally planned economies, those were horrible failures! Let's just establish that right off the bat.So in most of the parts of the world—I think in all the parts of the world where you and I would actually want to live—I agree with you, we've settled on this method of getting most goods and services to people, most of what they consume, via these entities called companies, and I don't care if you're in a Nordic social democracy, or in the US of A, or in Southeast Asia, companies are the things getting you most of what you consume. I think in the United States, about 85 percent of what you and I consume, by some estimates, comes from companies. So, like them or hate them, they're incredibly important, and if a doohickey comes along that lets them their work X percent better, we should applaud that like crazy because that's an X percent increase in our affluence, our standard of living, the things that we care about, and the reason I got excited and decided to write this book is I think there's an upgrade to the company going on that's at the same level as the stuff that [Alfred] Chandler wrote about a century ago when we invented the large, professionally managed, pretty big company. Those dominated the corporate landscape throughout the 20th century. I think that model is being upgraded by the geeks.It's funny because, I suppose maybe the geeks 50 years ago, maybe a lot of them worked at IBM. And your sort-of geek norms are not what I think of the old Big Blue from IBM in the 1960s. That has changed. Before we get into the norms, how did they develop? Why do we even have examples of this working in the real corporate world?The short answer is, I don't know exactly. That's a pretty detailed piece of corporate history and economic history to work on. The longer answer is, what I think happened is, a lot of computer nerds, who had spent a lot of time at universities and were pretty steeped in that style of learning things and building things, went off and started companies and, in lots of cases, they ran into the classic difficulties that occur to companies and the dysfunctions that creep in as companies grow and age and scale. And instead of accepting them, my definition of a geek is somebody who's tenacious about a problem and is willing to embrace unconventional solutions. I think a lot of these geeks—and I'm talking about people like Reed Hastings, who's really articulate about what he did at Netflix and at his previous company, which he says he ran into mediocrity—a lot of these geeks like Hastings sat around and said, “Wait a minute, if I wanted to not repeat these mistakes, what would I do differently?” They noodled that hard problem for a long time, and I think via some conversation among the geeks, but via these fairly independent vectors in a lot of cases, they have settled on these practices, these norms that they believe—and I believe—help them get past the classic dysfunctions of the Industrial Era that you and I know all too well: their bureaucratization, their sclerosis, their cultures of silence. They are just endless stifling meetings and turf wars and factions and things like that. We know those things exist. What I think is interesting is that the geeks are aware of them and I think they've come up with ways to do better.The four geek norms (8:29)It's funny that once you've looked at your book, it is impossible to read any other sort of business biography of a company or a CEO and not keep these ideas in your head because I just finished up the Elon Musk biography by Walter Isaacson, and boy, I just kept on thinking of speed and science and the questioning of everything: Why are we doing this? Why are we building this rocket engine like this? Who told us to do that? Somebody in legal told us to do that?Exactly.So certainly those two pop to mind: the speed and the constant iteration. But rather than have me describe them, why don't you describe those norms in probably a much better way than I can.There's a deep part of the Isaacson Musk biography that made my geek eyes light up, and it's when Isaacson describes Musk's Algorithm—I think it's capitalized, too, it's capital “The,” capital “Algorithm,”—which is all about taking stuff out. I think that is profound because we humans have a very strong status quo bias. We're reluctant to take things out. It's one of the best-documented human biases. So we just add stuff, we just layer stuff on, and before you know it, for a couple different flavors of reason, you wind up with this kind of overbuilt, encrusted, process-heavy, bureaucracy-heavy, can't get anything done [corporation]. You feel like you're pushing on a giant piece of Jell-O or something to try to get any work done. And I think part of Musk's brilliance as a builder and an organization designer is to come up with The Algorithm that says, “No, no, a big part of your job is to figure out what doesn't need to be there and make it go away.” I adore that. It's closest to my great geek norm of ownership, which is really the opposite of this processification of the enterprise of the company that we were super fond of starting in the '90s and going forward.So now to answer your question, my four great geek norms, which are epitomized by Musk in a lot of ways, but not always, are:Science. Just make decisions based on evidence and argue a lot about that evidence. Science is an argument with a ground rule. Evidence rules.Ownership. We were just talking about this. Devolve authority downward, stop all the cross-communication, coordination, collaboration, process, all that. Build a modular organization.Speed. Do the minimum amount of planning and then start iterating. You learn, you get feedback, you see where you're keeping up to schedule and where you're not by doing stuff and getting feedback, not by sitting around asking everybody if they're on schedule and doing a lot of upfront planning.Finally, openness, this willingness to speak truth to power. In some ways, a good synonym for it is “psychological safety” and a good antonym for it is “defensiveness.”If anything, from what I understand about Musk, the last one is where he might run into challenges.That's what I was going to say. The ownership and the speed and the science struck me and then I'm like… the openness? Well, you have to be willing to take some abuse to be open in that environment.There are these stories about him firing people on the spot and making these kind of peremptory decisions—all of that is a violation, in my eyes, of the great geek norm of openness. It might be the most common violation that I see classic Silicon Valley techies engage in. They fall victim to overconfidence like the rest of us do, and they're not careful enough about designing their companies to be a check on their own overconfidence. This is something Hastings is very humble and very articulate about in No Rules Rules, the book that he co-wrote with Erin Meyer about Netflix and he highlights all these big calls that he was dead-flat wrong about, and he eventually realized that he had to build Netflix into a place that would tell him he was wrong when he was wrong, and he does all these really nice jobs of highlighting areas where he was wrong and then some relatively low-level person in the organization says, “No, that doesn't make sense. I'm going to go gather evidence and I'm going to challenge the CEO of the company with it.” And to his eternal credit, Hastings goes, “It's pretty compelling evidence. I guess I was wrong about that.” So that, to me, is actually practicing the great geek norm of openness.So someone reading this book is thinking that this book is wrong. Where would that come from? Would that come from overconfidence? Would it come from arrogance? Would it come from the idea that if I am in the C-suite, that obviously I have it figured out and I can probably do all your jobs better than you can, so why are you challenging me? Why are you challenging the status quo? “Hey, that's how we got here was through a process, so trust the process!”It's one of the main flavors of pushback that I hear, and it's very often not as naked as you just made it, but it is, “Hey, the reason I'm sitting in this executive education classroom with you is because I'm fairly good at my job. I made some big calls right, and my job is to provide vision to my team and to direct them not to be this kind of lead-from-behind more coach-y kind of leader.” That's one flavor of pushback I get. Another one is a very pervasive tendency, when we come across some challenging information, to come up with reasons why this doesn't apply to us and why we're going to be just fine. It's some combination of the status quo bias and the overconfidence bias which, again, two of the most common human biases. So very often when I'm talking about this, I get the idea that people in the room are going, “Yeah, okay, wow, I really wouldn't want to complete with SpaceX, but this doesn't apply to me or to my industry.” And then finally, look, I'm clearly wrong about some things. I don't know exactly what they are. Maybe the incumbents of the Enterprise Era are going to mount a surprising comeback by falling back on their 20th-century playbook as opposed to adopting the geek way. I will be very surprised if that happens and I'm taking bets like, “Let's go, let's figure out a bet based on that,” but maybe it'll happen. I'm definitely wrong about some things.Tales of geeks and non-geeks (15:19)Given what you've said, I would certainly think that it would be easier to apply these norms at a newer company, a younger company, a smaller company, rather than a company with a hundred thousand employees that's been around for 30 years. But it's possible to do the second one, right?It is possible. Let me violently agree with you, Jim. You and I are of a vintage and we're both Midwesterners. We both remember Arthur Andersen, right? And what an iconic American Midwestern symbol of rectitude and reliability and a healthy culture that kept the business world honest by auditing their books. Remember all that? Remember how it fell apart?I knew people, and if you got an interview with Arthur Andersen, they're like, “Wow, you are with the Cadillac of accounting consulting firms.”But beyond that, you were doing a valuable thing for society, right? These people had status in the community because they kind of kept companies honest for a living.That's right. That's right. You were true of the truth tellers.Yeah. It was a big deal and a lot of your listeners, I think, are going to be too young to remember it firsthand, but that company became a dysfunctional, unethical, ongoing, miserable train wreck of an organization in its final years before it finally fell apart. It could not have been more surprising to people of our vintage and where we came from. I tell the story of how that happened a little bit in the book to drive home that cultures can go off track in profound ways and in AA's late years, if someone had teleported The Geek Way and waved it around, would it have made any difference? I'd like to hope so, but I kind of don't think so.However, to tell a more optimistic story, I had the chance to interview Satya Nadella about his turnaround at Microsoft, which I think is at a level maybe even above the turnaround that [Steve] Jobs executed when he came back to Apple. The amount of value that Nadella has created at Microsoft in nine years now is staggering, and Microsoft is back. Microsoft has mojo again in the tech industry. But when he took over, Microsoft was still a large profitable company, but it was dead in the water. It wasn't innovating. The geek elite didn't want to go work there. The stock price was flat as a highway for a decade. It was absolutely an afterthought in anything that we care about. And so I use Nadella and I learned from him, and I try to tell the story about how he executed this comeback, and, to my eyes, he did it in a very, very geek way kind of a way.Can you give me an example?My point in telling that story is: I do think it's possible for organizations that find themselves in a bad spot—Established organizations.Established. Large, established organizations find themselves in a bad spot. Those kinds of leopards can change their spots. I firmly believe that.Can big companies go geek? (18:33)What are the first steps to change the corporate culture of a big company?That's why I'm so blown away by what Nadella and his team were able to do. Let me pick out a couple things that seem particularly geeky to me that he did. One was to say that—it doesn't matter if you develop them or not—you do not own code or data at Microsoft. What he meant by that was, subject to legal requirements and safety and some guardrails, if you want to grab some of the code repository at Microsoft to go try something or some data and go try something, you have the right to do that. That just eliminates huge amounts of gatekeeping and hard and soft bureaucracy and all of that inside the company. And that led to things like Copilot. It's a very, very smart way to start dealing with bureaucracy: just saying, “No, you don't get to gatekeep anymore.”He also did fairly obvious things like make sure that their really dysfunctional evaluation system was over. He also emphasized this thing that he called “One Microsoft,” which at first sounded like just CEO rah-rah talk. And it is to some extent, but it's also incredibly clever because we humans are so tribal. In addition to the status quo bias and the overconfidence bias, the third easy, easy bias to elicit is “myside” bias. We are tribal. We want our tribe to win. I think part of Nadella's brilliance was to say, “The tribe that you belong to is not Office versus Windows versus Bing versus… the tribe you belong to is Microsoft.”And he changed compensation, so that it also worked that way. He worked with incentives—he took an Econ 101 class—but he also kept emphasizing that “we are one tribe,” and that makes a difference if the leader at the top keeps saying it and if they behave that way. I think one of the deepest things that he did was act in an open way and demonstrate the norm of openness that he wanted to see all over the place. He got a ton of help with it, but if you talk to him, you immediately realize that he's not this table-pounding, my-way-or-the-highway kind of a guy. He's somebody that wants to get it right, and if you have an idea, you might get a fair erring for that idea. He also embraced agile methods and started to move away from the old ways that Microsoft had to write software, which were out of date, and they were yielding some really unimpressive projects.So as he and I were talking, I was doing my internal checklist and I kept on saying, “Yep, that's speed. That is science. That is ownership. That is openness,” and just emphasizing, as I listened to him, I just kept hearing these norms come up over and over. But one thing that he clearly knows is that this ain't easy and it ain't fast, and cultural change is a long, slow, grinding process, and you've got to keep saying the same thing over and over. And then I think, especially as a leader, you've got to keep living it because people will immediately sense if what you're doing is not lining up with what you're saying.One bit that popped out, because obviously I'm in Washington and I see a government that doesn't work very efficiently, and you wrote, “To accelerate learning and progress, plan less and iterate more,” and to iterate means to experiment, it means you're going to fail. And boy, oh boy, failure-averse organizations, you can find that in government, you can find it in corporate America, that acceptance of: try something and if it fails, it's a learning experience. It's not a black mark on your career forever. Now let's go try the next thing.Exactly. To me, it's the most obvious thing that the geeks do that's starkly different from Industrial Era organizations, “plan less, iterate more.” The great geek norm of speed, and there are a bunch of exemplars of that. The clearest one to me is SpaceX, where they blow up a rocket and that is a win for them, not a loss. And even if it gets written up in the press as, “Oh, Starship blew up, or whatever”—they don't care, right? They'd rather that it didn't blow up or that it stayed together longer, but if they got the learning that they were looking for, then they're like, “Great, we're going to incorporate that, we're going to build another rocket, we're not going to put any people on until we're very, very, very sure, but we're going to blow up a bunch of rockets.” From the start of the company, that has been an okay thing to do.They also are willing to embrace pretty big pivots. The first plan for Starship was that it was going to be a carbon fiber rocket because carbon fiber is so strong and lightweight, but their method for making it was too slow, too expensive, and had a reject rate that was too high. The thing's now made out of stainless steel! It's the opposite kind of material! But they said, “Look, the goal is the goal, and the goal is not to stick to the original plan, the goal is to build a great big rocket that can do all kinds of things. The way we get there is by trying—legitimately trying—a bunch of stuff and failing at it with the eyes of the world upon us.”I want to draw a really sharp distinction between the process and the product, and what I mean by that is a failure-tolerant process can yield an incredibly robust, safe product. We don't need to look any farther for that than the Dragon Capsule that SpaceX makes, which is the only capsule currently made in America that is certified by NASA to take human beings into space. It's how all Americans these days get back and forth to the ISS. NASA doesn't have one. NASA gave a contract to Boeing at the same time it gave one to SpaceX. Boeing still has not had the first crude test of its capsule. This geek way of speed, it's uncomfortable, and you got to be willing to fail publicly and own it, but it works better.Is the geek way, to some degree, an American phenomenon?So far.I was going to say, can the geek way be implemented in other countries? Is there something special about American culture that allows the geek way to work and to be adopted—I said universal earlier, maybe I meant, is it truly universal? Can it be implemented in other places?Jim, you and I, as proud Americans, like to believe that we're an exceptional country, and I do believe that. I don't believe the geek way only works with a bunch of Americans trying it. I travel lots of different places, and especially the energy that I see among younger people to be part of this transformation of the world that's happening (that you and I are lucky enough to get to observe and try to think about), this transformation of the world in the 21st century because of the technological toolkit that we have, because of the amount of innovation out there, the thirst to be part of that is very, very, very widespread. And I don't think there's anything in the drinking water in Munich or Kyoto or Lima that makes this stuff impossible at all. It is true, we're an individualistic culture, we're kind of mouthy, we celebrate these iconoclastic people, but I don't think any of those are absolutely necessary in order to start following norms of science, ownership, speed and openness. I hope those are universal.The geek way beyond tech (26:32)We've been talking a lot about tech companies. Are there companies which really don't seem particularly techie (even though obviously all companies use technology) that you could see the geek way working currently?I haven't gone off and looked outside the tech industry for great exemplars of the geek way, so I have trouble answering this question. But think about Bridgewater, which is really one of the weirdest corporate cultures ever invented, and I haven't read the new biography of Ray Dalio yet, but it appears that all might not be exactly as it appears. But one thing that Bridgewater has been adamant about from the get-go, and Dalio has been passionate about, is this idea of radical transparency, is the idea of openness. Your reputation is not private from anybody else in the company at any point in time. So they've taken this norm of openness and they've really ran with it in some fascinating directions. In most organizations, there's a lot of information that's private, and your reputation is spread by gossip. Literally, that's how it works. Bridgewater said, “Nope. We really believe in openness and everything that's important about your performance as a professional in this company, you're going to get rated on it by your colleagues, and you're going to have these visible to everybody all the time inside the company so that if you start espousing how important it is to be ethical, but your score as an ethical leader is really low, nobody's going to listen to you.” I think that's fascinating, and I think as time goes by, we're going to come across these very, very geeky norms and practices being implemented in all kinds of weird corners of the global economy. I can't wait to learn about it.I would think that, given how every country would like to be more productive, every country's having a white paper on how to improve their productivity, and this, to me, is maybe something that policymakers don't think about, and I'm not sure if there's a policy aspect to this, but I hope a lot of corporate leaders and aspiring corporate leaders at least read your book.Well, the one policy implication that might come up is, what happens when the geeks start unignorably beating up the incumbents in your favorite industry. When I look at what's happening in the global auto industry right now, I see some of that going on, and my prediction is that it's going to get worse instead of better. Okay, then what happens?Save us! Save us from this upstart!Exactly, but then there could be some really interesting policy choices being made about protecting dinosaur incumbents in the face of geek competitors. I hope we don't retreat into nationalism and protectionism and that kind of stuff. What I hope happens instead is that the world learns how to get geeky relatively quickly and that this upgrade to the company spreads.The only thing I would add here is I would also urge business journalists to read the book so you understand how companies work and how these new companies that work, companies that look like they are—and not to keep harping on SpaceX, but so many people who I think should know better, will look at SpaceX and think, “Oh, they're failing. Oh, that rocket, as you said earlier, the rocket blew up! Apollo had a couple of problems, they're blowing up a rocket every six weeks!” And they just simply do not understand how this kind of company works. So I don't know. So I guess I would recommend my business journalists to read it, and I imagine you would think the same.That recommendation makes a ton of sense to me. Jim. I'm all on board with that.Andrew. This is an outstanding book and a wonderful companion piece to your other work which is very pro-progress, and pro-growth. I absolutely loved it, and thanks so much for coming on the podcast today,Jim, thanks for being part of the Up Wing Party with me. Let's make it happen.Absolutely. Thank you.Thank you, sir. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit fasterplease.substack.com/subscribe

In an inspiring interview, Troy Trewin talks with Peter Schroeder, the visionary behind Telzio. Learn how Peter transformed a $14,000 startup into a $30 million business, serving global giants like Samsung, Facebook, and Google. Gain insights on scaling, remote team management, and tech-driven growth. A must-listen for small business owners. Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here. Troy's interview covers our guest's startup journey, success milestone, industry choice, most challenging phase, love for small business growth, essential habits, and team building insights. Don't miss out on their valuable experiences and advice. And a snapshot of the the final five Grow A Small Business Questions: Peter highlights that navigating financial uncertainty is the biggest challenge in small business growth, emphasizing the importance of avoiding bankruptcy and making well-timed decisions. He underscores the value of saying 'no' to tempting offers for sustained success. Peter's Favorite Business Book is "No Rules Rules," a Netflix-inspired gem. Discover how Peter's business thrives by mirroring Netflix's culture. It's all about hiring the right talent, paying them above average, and fostering skill development instead of expanding your team. Peter's top tool for own professional development is podcasts, which he listens to daily during his morning commute. While he enjoys a variety of podcasts, his particular favorite is "Black Box Down", offering scientific insights into flight crash investigations, aligning with his curiosity despite having experienced an airplane crash himself. Peter's essential tool for Small Business growth is Slack, a must-have for efficient communication. If Peter could speak to his startup self a decade ago, he'd offer a reassuring message: "You're going to succeed." Doubt is part of the journey, but perseverance through the early years of struggle is key. Stay on the right path and keep moving forward. Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.

Welcome back to Part 2 of our captivating podcast series, where we continue our deep exploration of innovation in an often-overlooked domain – the world of apartments. Join us as we reconnect with Mike Kaeding, CEO of Norhart, a visionary company that's turning the apartment industry upside down through data-driven technologies and efficiency strategies.In this episode, we pick up where we left off, starting with Norhart's unique differentiation at 00:12. Discover the technology breakthroughs that have finally arrived at 02:55 and how data plays a pivotal role in reshaping apartment living (explored at 09:08). Dive into the concept of smart apartments (10:38) and the fascinating journey of "I Told You So" at 17:41.But the learning doesn't stop there. Mike shares insights into continuous learning (18:35) and how embracing "No Rules Rules" (20:40) can foster innovation and growth.Connect with Mike Kaeding on LinkedIn [linkedin.com/in/mikekaeding] and explore Norhart's groundbreaking work on their website [http://norhart.com]. For the full podcast episode, visit [https://podcasts.apple.com/us/podcast/zero-to-unicorn/id1685311966].Are you passionate about data-driven innovation and eager to share your insights on the Making Data Simple Podcast? Reach out to us at almartintalksdata@gmail.com and let us know why you should be our next featured guest. Hosted by Al Martin, WW VP Technical Sales at IBM, our podcast simplifies the world of data, presenting the latest data trends in an engaging, enjoyable manner.00:12 Norhart Differentiation02:55 Finally!  The Technology09:08 Data10:38 Smart Apartments17:41 What to do with I Told You So18:35 Continuous Learning20:40 No Rules RulesLinkedIn:  linkedin.com/in/mikekaedingWebsite: http://norhart.comPodcast: https://podcasts.apple.com/us/podcast/zero-to-unicorn/id1685311966

Welcome back to Part 2 of our captivating podcast series, where we continue our deep exploration of innovation in an often-overlooked domain – the world of apartments. Join us as we reconnect with Mike Kaeding, CEO of Norhart, a visionary company that's turning the apartment industry upside down through data-driven technologies and efficiency strategies.In this episode, we pick up where we left off, starting with Norhart's unique differentiation at 00:12. Discover the technology breakthroughs that have finally arrived at 02:55 and how data plays a pivotal role in reshaping apartment living (explored at 09:08). Dive into the concept of smart apartments (10:38) and the fascinating journey of "I Told You So" at 17:41.But the learning doesn't stop there. Mike shares insights into continuous learning (18:35) and how embracing "No Rules Rules" (20:40) can foster innovation and growth.Connect with Mike Kaeding on LinkedIn [linkedin.com/in/mikekaeding] and explore Norhart's groundbreaking work on their website [http://norhart.com]. For the full podcast episode, visit [https://podcasts.apple.com/us/podcast/zero-to-unicorn/id1685311966].Are you passionate about data-driven innovation and eager to share your insights on the Making Data Simple Podcast? Reach out to us at almartintalksdata@gmail.com and let us know why you should be our next featured guest. Hosted by Al Martin, WW VP Technical Sales at IBM, our podcast simplifies the world of data, presenting the latest data trends in an engaging, enjoyable manner.00:12 Norhart Differentiation02:55 Finally!  The Technology09:08 Data10:38 Smart Apartments17:41 What to do with I Told You So18:35 Continuous Learning20:40 No Rules RulesLinkedIn:  linkedin.com/in/mikekaedingWebsite: http://norhart.comPodcast: https://podcasts.apple.com/us/podcast/zero-to-unicorn/id1685311966

Ever wanted to make a meaningful impact in the world, but felt unsure of where to start? Well, meet Mike, a visionary dedicated to solving one of the most pressing societal issues of our time, the housing affordability crisis. He takes us on a journey of discovery, sharing his personal experiences, inspirations, and the lessons he picked up along the way. From the poignant passing of his father to the invaluable insights gleaned from joining his parents' real estate business, Mike's shared wisdom is a testament to overcoming adversity and using life's challenges as stepping stones to success.In our candid conversation, Mike shares his unique approach to networking and how it played a pivotal role in his journey. He emphasizes the power of connection, seizing opportunities, and the importance of hiring the right people. With an inspiring story about Alice Ramos, he illustrates the profound impact of taking action and believing in your abilities. He does not shy away from discussing the dire state of the housing crisis, offering up his own innovative solutions to ensure that everyone can afford a place to call home.The final leg of our chat takes us on a fascinating exploration of cross-industry learning. Mike shares strategies on acquiring and applying knowledge from diverse sectors such as manufacturing and agriculture, to revolutionize the construction industry. We discuss memorable life lessons, admirable traits, and the importance of wealth creation. In highlighting the book 'No Rules Rules', we ponder over the legacy we aim to leave behind. Remember, your wealth journey may begin with lowering home expenses, but it's the regular investments of your income that will pave the path to financial freedom. Join us, and let's start building that path together.Connect With Mike: Website: Norhart.comFacebook: https://www.facebook.com/norhartInstagram: https://www.instagram.com/norhartlife/Twitter: https://twitter.com/mikekaedingLinkedIn: https://www.linkedin.com/company/norhart/mycompany/?viewAsMember=truePodcast: Norhart.com/podcastSupport the showHOW TO SUPPORT THE WALK 2 WEALTH PODCAST: walk2wealth.supercast.com 1. Subscribe, Rate, & Review us on Apple Podcasts, Spotify, YouTube, or your favorite podcast platform. 2. Share Episodes with your family, friends, and co-workers. 3. Donate what you can financially to help us continue to bring great content that inspires you, and people like you around the world!4. GET YOUR BEGINNER'S GUIDE TO START YOUR DREAM BUSINESS: HTTPS://WWW.BIT.LY/WALK2WEALTHGIFT

Join us as Scott Lewis, CEO of Spartan Investment Group, discusses the importance of processes, from strategic to operational and tactical levels, and how Spartan has evolved from its initial plan. Discover the significance of institutional standards, attracting and developing leaders, and the continuous improvement mindset. Gain valuable knowledge on building a culture of growth and success, backed by Scott's military background and expertise. Get ready to dive into the world of operational excellence.    ✅KEY POINTS ✅    ✅  Building a sustainable and fast-growing real estate investment company:  ✅  How the greatest leaders attract other great leaders to implement success within their organizations  ✅  There are three levels to every organization: strategic, operational, and tactical.  ✅  Enforcing processes can cause temporary discomfort, but it ensures risk reduction and quality.  ✅  Building a culture of having a process for everything is important    LINKS TO BOOKMARK  Keep up with the Elevate Podcast: https://elevatepod.com/  Interested in investing with Tyler? Visit https://www.cfcapllc.com/  Ready to boost your web presence? Visit www.sharpwilkinson.com/    FIND SCOTT  Spartan Investment Group https://spartan-investors.com/  LinkedIn https://www.linkedin.com/in/scott-j-lewis-aa616027  Twitter https://twitter.com/SpartanInvestGp  Facebook https://www.facebook.com/spartaninvestmentgroup/  Instagram https://www.instagram.com/spartaninvestmentgroup/    NAMES & BOOKS  "Principles" by Ray Dalio https://www.amazon.com/Principles-Your-Guided-Journal-Create/dp/1668010194/ref=sr_1_1?crid=12MKAZAOPCML3&keywords=%22Principles%22+by+Ray+Dalio&qid=1688664577&sprefix=principles+by+ray+dalio%2Caps%2C183&sr=8-1  "No Rules Rules" by Reed Hastings, Erin Meyer https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/B0845Z14DX/ref=sr_1_1?crid=2PYMT4ED6RJMG&keywords=%22No+Rules.+Rules%22&qid=1688664608&sprefix=no+rules.+rules+%2Caps%2C184&sr=8-1  "The Great Game of Business" by Jack Stack https://www.amazon.com/Great-Game-Business-Expanded-Updated/dp/B00UB28XJ2/ref=sr_1_1?crid=2XNJP9AJURM7U&keywords=%22The+Great+Game+of+Business%22&qid=1688664676&s=audible&sprefix=the+great+game+of+business+%2Caudible%2C158&sr=1-1   

In this episode, Jim is joined by the visionary CEO of Norhart, Mike Keading. Mike shares his experiences of taking over his father's business at a young age and facing numerous challenges along the way. From being shut down by city officials to dealing with project setbacks, Mike's story is a testament to the power of persistence, confidence, and embracing adversity. Tune in as they explore the valuable lessons learned on the path to success. Key Takeaways: The power of connection: the importance of building meaningful relationships and fostering connections in both personal and professional spheres. Mike reflects on the challenging moments he faced while running his father's business after his sudden passing, realising that adversity can be a catalyst for personal growth and resilience. The approach that has the potential to revolutionise the rental and homeownership landscape, making housing more affordable for everyone Mike emphasises the significance of perseverance and taking step after step, even when immediate success may not be evident Join Jim Oliver and Mike Keading in this engaging conversation as they explore the intersection of affordable housing, personal growth, and creating a positive impact on society. Note: Mike suggests reading "No Rules Rules" by Reed Hastings, stressing the power of hiring the very best people to drive exponential growth. Jim expresses interest in the book and recommends "The Go-Giver" by Bob Berg as a must-read for its impactful insights on giving and success.

Today, my guest is Steph Tuss. Steph is the CEO of a company called Light Is Now, a consulting company that works with small firms and businesses, including law firms, to help them grow, prosper, and to give time back to those who are leading those endeavors to live their best life. We had her business partner, David Neagle, on last year and I wanted to have Steph on because she has more of the hands-on, tactical role in their company, whereas David is the more visionary individual, and so I wanted to kind of complete the picture with her. She gives some great tips and you will get some great takeaways. In this episode, Neil and Steph discuss:Understanding why you don't do the things you know you need to do. Utilizing an integrator in your business to focus on your areas of genius. Putting dissatisfaction into action. Working with your team not controlling and micromanaging. Key Takeaways:There are two parts to change: awareness and applying new behaviors. If you don't hire the right people, it will be harder for your business to succeed. Your team is only as good as your worst player. Set your team up for success from the beginning. Until you have the right things in your business, you don't know if you are stifling your A-Players. Be willing to pay for one person who can do the jobs you need done well, rather than spending less on multiple people who will do it less well. "You've got to start employing new behaviors because that's the only way that change actually occurs. If you just have the awareness, nothing changes, nothing happens. You have to show up differently, which means you have to act differently." — Steph TussEpisode References: The Law Entrepreneur - Understanding the Art of Leverage with David Neagle: https://thelawentrepreneur.com/episodes/333-understanding-the-art-of-leverage-with-david-neagle/ No Rules Rules by Reed Hastings: https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/B0845Z14DX/ Get in touch with Steph Tuss:Website: https://www.lifeisnowinc.com/ Successful Mind Podcast: https://www.successfulmindpodcast.com/ Instagram: https://instagram.com/stephtuss Thank you to our sponsors!Ruby Receptionist - Virtual receptionist & live call services that will help you grow your office (and save money), one call at a time - to learn more, go to https://get.ruby.com/TLE or call 844.311.7829The Net Profit CFO - Ryan Kimler works with attorneys who want to enjoy higher net profits without working longer or harder. With just 9 Simple Numbers, Ryan will help you drive more profit to your bottom line-and he won't confuse you with all the details! Connect with Ryan at www.netprofitcfo.com.Get in touch with...

Veepee (ex Ventes Privées), Showroomprivé, Zalando. Des noms qui dominent très fortement le paysage de l'e-commerce français. Comment les concurrencer ? The Bradery a trouvé la solution : S'adresser aux 18-35 ans. Un gros coup de pied dans la fourmilière. “Nos concurrents vendent à nos mamans, nous vendons à nos copines” C'est avec ce slogan bien assumé qu'Edouard Caraco se lance dans ce pari fou. Il cofonde The Bradery en 2018. Le concept est simple. Vendre à sa communauté, les stocks non écoulés des meilleures marques françaises (mode, lifestyle, voyage, …). Petit à petit, les marques leur font confiance, les clients aussi, leur communauté grossit, jusqu'au Covid où tout explose : une vente Sandro fait péter les compteurs et le site enregistre plus d'1 million d'euros de vente en une matinée. Boum. L'histoire de The Bradery n'aurait jamais vu le jour sans Tim, son associé, son ami d'enfance, son “frère de cœurcoeur”, comme il aime le dire. Ensemble, ils entreprennent depuis leur 18 ans, et The Bradery est la troisième société qu'ils fondent ensemble. Selon Edouard, The Bradery est avant tout un métier d'opportunités. La marque attire l'attention des grands groupes, les deux jeunes hommes étudient les options qui s'offrent à eux. En 2022, ils décident d'accepter le rachat par Showroomprivé pour bénéficier de son expertise. A mon micro, Edouard est venu me raconter leur ascension fulgurante : Un chiffre d'affaire qui a atteint 60 millions d'euros en 5 ans ; 80% de ceu chiffre d'affaires provenant de l'application ; 314 000 followers sur Instagram ; Plus d'1M de produits expédiés par an. Aujourd'hui, The Bradery collabore avec les plus grandes marques du “luxe abordable” : MAJE, Ba&sh, Mango, Sandro… Découvrez dans cet épisode : Le jour où The Bradery à collaboré avec Léna Mahfouf @Léna Situations ; La nouvelle génération d'es entrepreneurs No Code ; Le rachat de The Bradery par Showroomprivé ; Comment Edouard Caraco a réussi à convaincre les fondatrices de Ba&sh de travailler avec lui ; Le jour où 12 allemands ont débarqué dans les locaux de The Bradery. En bonus, je vous ai négocié un code promo “DOIT” de 15 euros sur votre première commande The Bradery. TIMELINE : 00:00:00: Introduction 00:07:15: Présentation Edouard Caraco 00:24:00: Présentation The Bradery 00:36:14: La valeur ajoutée de The Bradery dans la mode 01:22:10: Stratégie marketing et influence de The Bradery 01:37:02: Se lancer dans l'e-commerce en No-Code 01:51:58: La présence de The Bradery sur TikTok 01:56:43: Comment faire grossir sa boîte rapidement ? 02:09:34: Le rachat de The Bradery par Showroomprivé 02:25:36: La collaboration avec Showroomprivé 02:43:42: Les valeurs de The Bradery 02:50:02: Le parcours entrepreneurial avec Tim 02:56:34: Les traditionnelles questions de la fin On a cité avec Edouard plusieurs anciens épisodes de GDIY : #4 - Bruno Lévêque - Prestashop - Le codeur fou qui a lancé Prestashop ! #211 - Maxime Buhler - Pokawa - Construire une marque de food unique : 45 restaurants en 4 ans, les secrets d'une réussite fulgurante #252 - Michaël Benabou - Financière Saint James - L'autre fondateur de Veepee qui s'est émancipé pour créer son empire #282 - Olivier Cotinat (et Audrey Gentilucci) - MoHo & Tapbuy- Rassembler pour innover #284 - Pierre-Edouard Stérin - Otium Capital - Milliardaire et saint dans une même vie #311 - Pascal Meyer - QoQa - Vendre un Picasso à sa communauté : quand l'e-commerce n'a plus de limite Avec Edouard, on a parlé de : Ba&sh les bijoux Viltier Wing Dovetale - Ubu Figaret Julia Simonetta : julia@cosavostra.com Edouard vous recommande de lire : Le Comte de Monte-Cristo d'Alexandre Dumas Matthieu vous recommande de lire : L'entreprise du bonheur de Tony Hsieh L'Ile des Gauchers d'Alexandre Dumas La nuit des temps de René Barjavel La règle ? Pas de règle - No Rules Rules de Reed Hastings et Erin Meyer Bad Blood de John Carreyrou Losing my Virginity de Richard Branson Si vous avez apprécié cet épisode, laissez un commentaire sur nos posts LinkedIn ou Instagram. Si vous voulez faire découvrir cet épisode, taguez un ami. La musique du générique vous plaît ? C'est à Morgan Prudhomme que je la dois ! Contactez-le sur : https://studio-module.com. Vous souhaitez sponsoriser Génération Do It Yourself ou nous proposer un partenariat ? Contactez mon label Orso Media via ce formulaire. Vous pouvez contacter Edouard Caraco sur LinkedIn ou par mail : edouard@thebradery.com. Vous pouvez également contacter Timothée Linyer sur LinkedIn ou par mail : tim@thebradery.com.

This episode is the last part of my interview with Erin Meyer, a professor at INSEAD and the author of the book "No Rules Rules" which is all about the innovative culture at Netflix.  One of the most interesting aspects of this culture is the emphasis on candor and feedback. Erin explained how the company values honest feedback and encourages employees to be candid with each other, even if it means pointing out weaknesses or areas for improvement.  Erin also shared some insights into the company's other unique policies, such as no KPIs and no management by objectives. While these may seem counterintuitive to traditional business practices, they actually help create a more flexible and agile organization that can quickly pivot and adapt to new challenges. ___________ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.

This is the second part of my interview with Erin Meyer, a professor at INSEAD and the author of the book "No Rules Rules" which is all about the innovative culture at Netflix.  Erin shares her insights into the three pillars that make up Netflix's culture: talent density, candor, and freedom. She explains how Netflix hires rockstars and pays them more to increase talent density, encourages candid feedback among employees to improve communication and decision-making, and removes traditional management controls like vacation and travel policies to give employees more freedom.  We also discuss the challenges of balancing transparency with confidentiality and maintaining a sense of teamwork without job security. Erin shares examples of how other companies can adopt these principles and make them work for their own organizational culture.  ________________________ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.

In this episode, I had the pleasure of speaking with Erin Meyer, a professor at INSEAD and the author of the book "No Rules Rules" which is all about the innovative culture at Netflix.  In our conversation, Erin and I talked about the three pillars that make up Netflix's culture: talent density, candor, and freedom. We discussed how the company hires rockstars and pays them more to increase talent density, encourages candid feedback among employees to improve communication and decision-making, and removes traditional management controls like vacation and travel policies to give employees more freedom.  We also talked about the challenges that come with creating such a culture, including how to balance transparency with confidentiality and how to maintain a sense of teamwork without job security. __________ Get ad-free listening, early access to new episodes and bonus episodes with the subscription version of the show The Future of Work Plus. To start it will only be available on Apple Podcasts and it will cost $4.99/month or $49.99/year, which is the equivalent to the cost of a cup of coffee.

Bio When Primo was young he wanted to be a Film Director.  Today he directs his own business – helping individuals and teams be more effective through the power of coaching and Insights Discovery.  With 30 years' experience in corporates such as IBM, GE, T-Mobile & BP, Primo has made the transition from IT Project & Programme Management to Learning and Development.  He has always used his core values of Empathy, Trust & Honesty to build deep relationships with others and support them in achieving their career potential.  He has a wealth of experience developing others, both as a Line Manager to global teams and in designing and delivering a global Leadership Development Programme. Now he can use this experience to support individuals and teams in their journeys using Coaching and the Insights Discovery tool. LinkedIn - Primo Masella | LinkedIn  Interview Highlights Project work – 04:15 How leadership sets the tone – 08:00 Insights Discovery – 13:26 Recruitments styles – 27:08 What makes a good leader? – 32:15  Books  ·         The Development of Personality by Carl G. Jung https://www.amazon.co.uk/Development-Personality-Collected-Works-C-G/dp/0415071747 ·         The Archetypes and the Collective Unconscious by Carl G. Jung https://www.amazon.co.uk/Archetypes-Collective-Unconscious/dp/B08RF2RGSM ·         The Psychology of C G Jung The Psychology of C G Jung Rev: 1973 Edition: Amazon.co.uk: Jacobi, Irving G.: 9780300016741: Books ·         The 7 Habits of Highly Effective People by Stephen R. Covey https://www.amazon.co.uk/Habits-Highly-Effective-People-Anniversary/dp/1471195201/ ·         No Rules Rules: Netflix and the Culture of Reinvention by Reed Hastings and Erin Meyer https://www.amazon.co.uk/No-Rules-Netflix-Culture-Reinvention/dp/0753553651 ·         The Inside Out Revolution by Michael Neill https://www.amazon.co.uk/Inside-Out-Revolution-Thing-Change-Forever/dp/1781800790  Episode Transcript Guest Intro (Ula Ojiaku)  Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku So I have with me Primo Masella as my guest of the Agile Innovation Leaders podcast. Primo, thank you so much for making the time for this conversation. Primo Masella My absolute pleasure, Ula. Lovely to see you again. Ula Ojiaku Great. I've been looking forward to having this conversation. Can you tell us about yourself, Primo? Primo Masella Gosh, there's a question to start with. So I'm the youngest of five siblings. My parents were both Italian, but I was born here in the UK, and grew up in the Midlands, in the UK, in Coventry. And then, for most of my career, I worked in IT actually, so I was an IT Project and Program Manager for a long time. And then I moved over into HR and got really interested in developing talent, and especially developing leadership skills and future leaders. And I guess that's how I've ended up where I am. Ula Ojiaku Okay, so growing up, what would you consider were the significant happenings, the choices that put you on the path you are on right now, career wise? Primo Masella Yeah. So I liked things at school, but I also really liked both arts and sciences. So I kind of always felt like I was that person who could bridge that gap between two things. So, you know, I loved English at school and at the same time I loved physics, which I think is kind of unusual. People tend to go one way or the other, don't they? And so then when I did a degree, it was an Applied Sciences degree where I could choose lots of different modules of things, and so it was at that point that I kind of got into IT really, because I chose quite a lot of IT elements and I guess early on in my career, again, I was using that skillset of bridging the gap between technology and business. And so I've never done coding for a living, but I've been the guy that could speak to the coders and then translate that for non-coders to understand. Somehow I kind of fell into that quite early on. My first real job, actually, when I moved down to London, I was in quality assurance. So my first ever job was testing software and also proofreading user guides for software, so that was always quite interesting. Ula Ojiaku So what do you do for leisure? What are your interests? Primo Masella So I'm a huge movie fan, so I've been passionate about movies my whole life. If I hadn't ended up where I am today, I would've loved to have been Steven Spielberg. I just, being a director would've been amazing. So I still love movies, anything to do with cinema and film, and in the last few years I've become quite a keen road cyclist as well. So I got myself a bike, which worked out brilliantly during the pandemic because at the time when we were still allowed to go out and exercise once a day during the lockdowns, that was just perfect. That gave me my escape for the day, and it also acts as my kind of way of just getting out and being mindful. So rather than purposely practice mindfulness, I tend to just go out on the bike. So yeah, that's kind of the key thing you'll find me doing when I'm not doing this. Ula Ojiaku Okay. So what do you do now? Primo Masella So I wonder if before I come onto that, I just give you a couple of key things which led me to do what I'm doing now I think. So back in the day when I was in IT and an IT Project and Program Manager, the thing that I really loved about project work was the variety and the fact that we got to work with different stakeholders all the time. And I think in my experience, there are broadly two types of Project Manager – there's the kind who's really good at managing a schedule and keeping on top of a plan and a risk log and an issue log and really executing a plan - that wasn't me. I'm the other type that's really good at working with stakeholders, defining the scope, making sure that the business case is sound and what the customer wants. And so the piece that I really enjoyed about projects was starting them to be honest, and once the project was underway, I lost interest pretty quickly. And so the first kind of real inflection point for me was when I stopped delivering IT projects and instead, I looked after the pool of Project Managers, I became the resourcing and Line Manager for a group of project professionals, and that was probably the first time where I specifically had people's development at the heart of my job. And whereas previously I'd had people's development kind of tangentially really, when we worked together, when we first met each other, I was doing little training sessions as a kind of an aside really. It was something I really enjoyed doing, but it wasn't part of my job description. So being responsible for a pool, and I was lucky enough that we worked in a model where we had a bit like a consultancy, we had a pool of Project Managers who were then allocated to different project sets, and they all reported to me from a people perspective. And so I could really focus on, how are they developing those skills? Are we giving them the best projects to help them on whatever career path they all wanted? So, I guess that was kind of the first kind of real thing. There might be three things I haven't counted. So the second thing was, I'd kind of mentally checked out of delivery for quite a while then, so I was looking after resourcing, I was focusing on capability development and how do we develop IT professionals? And then I had the opportunity to step back into delivery, to deliver a really large transformation program, and that was a serious inflection point, because I consciously made a decision where I thought I could add value because I think I can bring some people skills, which were lacking at that time in that particular program. And so I stepped in, and that true, that turned out to be a massively significant part of my career. So without going into lots of details and we don't need to name anybody at all, it was a very challenging piece of work and there were lots of things going on, and I was tested to my absolute limits as a Program Leader, as a person, to be honest, it was probably the most stressful part of my entire career. And I went on this kind of emotional rollercoaster and I left that program on my own terms, having taken away one of the key things that I still hold to this day, and that is that leadership sets the tone. So depending on how the leaders shows up, that cascades to everybody else in that program, in that organisation, it reflects in the culture of the group of people that are working together. And I felt like I learned that the hard way. It was a huge lesson for me, you know, to the point where I was considering leaving the industry. I was, in my mind, at the point where I was going to make some really fundamental decisions about what I wanted to do next. So I say that because that, I don't, as I look back, I'm massively grateful for that experience because I think many of us would agree that it's when we're challenged, that we truly learn about ourselves. We learn about what we want and we learn about what we're going to do next. And so that led me then, that helped facilitate a move out of the IT sector and into HR. That was one of the key catalysts of me moving functions. And I'd always been an IT guy, so this was, you know, although, you know, as I said before, not hands on, not a developer, but IT felt like my home, those were the people that I understood and I knew really well. So to move to the dark side of HR, seemed like a really strange thing to do. And I remember being asked at an interview, this seems a bit odd, you know, you are a project guy, why do you want to come and work in HR? And it was absolutely the right thing for me, because I'm all about people, and every job that I've ever done, irrespective of what the job title was, was about how can I help people get the best out of themselves? That's really the bottom line. So that led me then into this path, which I established for a while, which was around developing talent and developing future leaders. I was fortunate enough to be in a position, right place, right time, where I designed and led one of the global development programs in our previous organisation, and that was great, having an 18 month program to deliver and look at future leaders and what they needed to get to the next stage of their careers. And then that brings me, I guess, to the final  significant point, which was during that process, I also became an Insights Discovery practitioner, and we can talk about Insights in a moment if you like, but that gave me a tool, that gave me a mechanism that I could get into a conversation with teams about how do you show up within your team? How do you like to work and interact with others? What is it that makes it difficult sometimes to work with people because, you know, people think differently from each other and that's completely normal, but a lot of us go into teams thinking we all think about stuff the same way, so having that exposure to Insights and having the ability to become certified as a practitioner has then led me to, I'm finally getting to answer your question that you asked me a million years ago, a position where I now work for myself. And I use Insights Discovery as one of my core tools, along with other tools and models to help leaders develop themselves and develop their teams. So anything that's in that space of how do we build the best team that we can with this group of people? And a big part of that is coaching and I'm in my process of becoming a certified coach, I would say I've been an informal coach for probably 30 years, so I thought it's probably about time I had the letters to put after my name as well. Ula Ojiaku That's awesome, so what's the name of your business? What sort of service do you offer? Primo Masella So I have my own consultancy. It's called Primo Leadership Development Limited. It's just me, I'm not intending to hire lots of people, and the service offer is really to provide physical, virtual workshops, coaching and other training interventions to help people either establish or develop their teams. So whether it's creating a new team, setting a vision, being clear on, kind of, what are the ways of working of that team, maybe thinking about, you know, how do we look at trust or conflict or emotional intelligence? That's a really hot topic, obviously right now. And then aside that it's the offer of coaching individuals, one to one through their leadership and their career journeys, and we may use Insights Discovery as a tool in some of those offers. So if you wanted just a standalone intervention using Insights Discovery, then I also provide that as a service. Ula Ojiaku Okay, so going onto Insights then, what exactly is Insights Discovery, and what's the, if I may use that word, science behind it? Primo Masella Sure. So Insights Discovery is a personality profiling tool, it's been around for quite a number of years, probably about 30 odd years now I think, based out of the Insights company in Scotland, in the UK. You'll see in my background I've got a set here of these lovely coloured bricks, we use these four core colours to talk about different traits in people's personality. Ula Ojiaku And you're holding up a brick, looks like a set of yellow bricks, I mean, not yellow bricks, a set of Lego bricks, yellow, red, blue and green in the interest of those who are listening only to the audio version. Primo Masella Yeah, they're like bricks, we've said Lego a few times, hopefully we don't have to pay royalties for saying that they're like big Lego bricks kind of made of a strong foam, and they're just a physical reminder of what the model is about. So, when we talk about it, we say, we all have these four core traits and the way that we use them, the way that we are made of them is slightly different for each of us. And so we talk about yellow energy being very collaborative or influencing or visionary, red energy being very directive, more focused on results, blue energy being all about attention to detail and being structured and formal, and green energy all about building trust, strong relationships and having empathy. So, you know, each one of us has got all four of those traits, but it's the way that we combine them and the way that they show up when we work with others. So the way the model works is that you take an online questionnaire, you get a really detailed report about your style of working, and then we can use that report in a workshop environment with you and your team to look at what are the common areas and the differences in people's styles, in the team. So you might have, for example, somebody who's very task focused, who's very good at, you know, working in a kind of project context, working with data, really delivering an objective very effectively, but they may be working with somebody who's very relationship focused and wants to take more time to build relationships, look at kind of a bigger picture of what's going on and seeing how it's impacting people. So there, that's one of axis of the model where, you know, you have individuals in a team who will be on different places on that scale. And so Insights is just a way of providing this common language and using colour is a really easy way to access the language, so people very quickly remember, oh yes, yellow means this, and blue means this. And once we have those four core colours, we then get into various layers. So we go from 4 to 8 to 16. Ultimately you can be in one of 72 positions in the Insights model, so it's a very rich model compared to some others in the marketplace that take you up to 16. So in my experience, people overwhelmingly say they find it useful and they say that they could see themselves in the report that they received back. It's very, very rare that somebody reads their report, just doesn't agree with it. When that does happen, it tends to be there's something else going on for that person, because at the end of the day, it's about understanding ourselves and kind of self-awareness and self-reflection. And the greater the level of self-awareness, we tend to see the, the greater the level of buy into the tool. Ula Ojiaku I have, you know, taken the Insights assessment a couple of times and whilst I've found it very useful, there were some, you know, aspects of the analysis that I said, hmm, I didn't know I was like that, am I really like that? You know, I had those, you know, moments and you know, where I questioned what I was reading. And that brings me to, you know, some people who are of the school of thought that going through these sorts of assessments, you know, brings with it a risk of shoehorning or putting people into boxes and saying, oh, he's a red, you know, therefore we expect you to always be fiery on the, on the point, get abrupt with people. What do you think about that, what's your view on this? Primo Masella Yeah, I think it's a very common misconception of this kind of tool and especially of Insights Discovery. In my experience, all I could tell you is that I see the colours in the real world. When I work with people, I see these colour energies as they are working, and at the end of the day, this kind of thing is not intended to stereotype. So we purposely say things like, we're not going to use the phrase, she's a red, or he's being a complete blue today, for example, that wouldn't be a healthy way to use the language. But what I can say is that when you work with somebody, and you can just test this in the next few hours, just think about whoever you're going to interact with today. If you know them a little bit, if you've interacted with them a few times already, think about, do they tend to focus on the task more or do they tend to focus on people more? People who focus on task may use the phrase ‘I think' a lot more often, they may be more detailed, they may be more urgent in what they're talking about and they have a passion for the thing. People who are more people focused, tend to use the phrase ‘I feel' a lot more often, so we'll hear it in the language that people use, and it's quite subconscious for most of us, and they'll just have a different warmth to them if they have more of that people energy. And so I completely get the idea that it's stereotyping, and especially if people focus on the fact that we start with four colours and people see the four colours and think, well, there's more than four types of people in the world. The intent is that those four sets of traits give us the clue into what makes this person work the way they work, and the model is actually far more sophisticated and much more multi-layered than just four colours. So all I would say is that in my experience, it works. I've interacted with lots and lots of people over the years, I can tell you that I can see the traits described in this model in pretty much everybody I work with. There hasn't been a single person, and I'm pretty happy saying this, there hasn't been a single person that I couldn't say, I wouldn't know where to put them on the model. Ula Ojiaku I would agree it's being more aware of, you know, the colours and the four broad personality traits they represent has helped me with understanding, whilst not stereotyping people or putting them in a box, but understanding, okay, what dimension they're from and how best to adapt myself to, you know, relate better with them. So can you share some, you know, one or two examples of where using this assessment has helped maybe a person or a team to become more aware, because in agile or in even any team at all, the aim is to get teams to become, you know, high performing and when teams understand themselves as individuals and how, you know, they fit in or their skill sets, you know, complement, you know, one another in terms of achieving that common goal, they can move mountains. So have you had any instance where facilitating this sort of assessment and conversation around it has helped? Primo Masella Yeah, yeah, very much so. So if I think about, I've worked before with leaders who, say, lead with the red energy, which is all being focused on delivering results. And they may have somebody on their leadership team who meets with the opposite trait, which is the green energy, which is all about being there for the team and building trust and strong relationships. So I've seen in the past where a leader, for example, was about to send an email to a large group of people, and the person that worked for them who was the opposite trait kind of literally stopped them and got them to redraft parts of the email to just make it a little bit more human. And so that's an example of where those two opposite styles can really complement each other and give you a better outcome, because had the initial senior person just sent the email, it would have landed badly with a number of people, because if you have a different style, you perceive things in slightly different ways. So where somebody might think they're being efficient, it may be perceived by their opposites styles as being arrogant or overbearing. And so that collaboration of opposite styles works really, really effectively. I can think of one particular example, but I've seen that happen lots of, lots of times. There's another kind of, couple of quick ones when we do a physical workshop where we're able to get people in a room and we have a floor mat of the model. So it comes as a kind of circular mat that people can stand on and move around, and that's amazingly powerful because you get the team to physically stand where they would appear on the model. And then you are physically opposite some people in the team and physically next to other people, or slightly adjacent to some other people you work with, and you just see people's eyes come alive as they see each other and, you know, I've had people say out loud, I finally get why that individual behaves that way, and I've always found it really hard to work with them, and now I, understand we just do things differently and that's okay. And part of the premise is we all like to think we're super smart, because we're all pretty smart. Yeah, people are pretty smart, but the challenge is sometimes appreciating that we don't always have to do it our way and just because we thought of it, it doesn't mean it's the best way of doing something, and so somebody else's way that may be different may be just as good. And so a lot of the conversations we have around Insights is to say, you know, nobody's better or worse, it's just different and appreciating the difference can lead you a huge step forward. I'll give you one other quick example, which is I did a one to one conversation with somebody. So one of the powers that we have of something like this tool is that once you have a personal profile, you can use that to continue to work on yourself, develop yourself. And so I did coach somebody at one point, who was having a particular issue with somebody else in her team, and we looked at them both on the team wheel, we looked at where they were different in styles, I gave her some pointers about how she might think about communicating with that individual based on their preferences, and she went away and then we subsequently met again, and literally after years of working together, she found a way of connecting with that person that she'd never found before, and that was just astounding to me, not astounding as in surprising, but I was massively, massively pleased that she'd had that outcome and it improved the level of relationship with that individual. Ula Ojiaku There's something you said about being able to see things from other people's perspective that helps us to empathise and hopefully be able to make any adjustments we need, you know, on our own part. So I'm suspecting that's probably what happened for the lady that you coached, being able to understand where that co-worker was coming from. So if someone wants to build a team, assuming you don't have an existing team, because on one hand you've given us examples, how the Insights framework and assessments could help with getting team members to better understand themselves. Is it possible to use this as a role of deliberately putting together a new team? Primo Masella Yeah, it's a good question, and we get asked this question quite a lot, especially in terms of recruiting people into a team and an organisation. So depending on, so if you work inside a company that has a policy about how they recruit people, typically, certainly in Western corporate organisations, people tend to do something called competency based recruitment. So we recruit people by asking them questions, like, tell me about a time when you… and so we're looking for some experience in their past, which gives us an indicator of how they might perform in the future. So that's typically, for a number of years, that's how a lot of corporate organisations have recruited. So if you are recruiting that style, Insights isn't the best tool to use for recruitment because Insights doesn't tell us about your competency or your level of skill. So if you have a high level of cool blue energy in the model, which indicates attention to detail and structure, and objectivity, that's not the same as saying I'm good at writing a project plan or working with Microsoft Excel because those latter two things are skills that you can learn to do by practicing them more often. So that's kind of the first thing to say, there's a bit of a health warning. And I think the same would apply to many of these kinds of tools. However, assuming you have somebody within your organisation already, that's passed all the necessary kind of entry checks, Insights is a great way of saying how do I assemble a team in order to deliver on a particular set of objectives? So I may have a team that I need to be, you know, really focused and interrogate data and make sure accuracy is really, really key. If that's the case, then I'll look for that cool blue energy in a number of key individuals in the team. You know, conversely, I may have a team where I really need some creative thinking, I need to come up with some wacky ideas, you know, I may work at an industry where that's, you know, really important, my competitive edge, in which case I'll look purposely for people with more sunshine, yellow energy, which is the opposite of that blue. So it can be really helpful, once a team leader is looking at, what is it I need to achieve, it can be a great way of saying who's the best person to allocate to this task or which two or three individuals do I put together so that I get a really nice balance or a really nice mixture of styles to give us an interesting result that maybe we wouldn't have got otherwise. We can think of it like a, it's another lens on diversity and inclusion, so what's the diversity of thought in the team with respect to how they interact task versus people, how kind of more introverted or extroverted people might be. Ula Ojiaku Is it possible to take the tests  and then a time passes and you take it again and you come up with different results, and if so, what could be the reasons for that? Primo Masella Yeah, it is possible. We refer to it sometimes as a test - that scares people doesn't it, they feel like there's a pass or a fail. It's an evaluation of your preferences, but it can change over time, so for some people, if you, you know, are adapting as you move along your career, if you're changing the roles you are doing or changing the industry or the country, that may have an effect on how you show up. So yeah, I see people as they go through their careers, they may move around and use different styles. I worked with a leadership team in the past where a lot of the leadership team were high in the red energy, were really focused on delivering outcome. And as individuals in the team became more experienced and more mature in their careers, they actually focused a bit more on others and bringing up others below them in the organisation. And so that red energy came down and the yellow energy came up a bit, which was about engaging and collaborating with others. So there are definitely some people who kind of move around, there are others then like me, who I've stayed pretty much in the same place forever, and anybody hearing this who's ever seen the model before would be no surprise to any of you. I'm very high in earth green energy. I don't think that will ever change. So, spoiler for anybody I'm about to work with I'm, so on, on a scale of a hundred percent for each colour, I'm 99% earth green. So I don't see myself moving very far from that position. Ula Ojiaku That's very interesting. So how, in your experience, because you've worked with leaders extensively. So what makes a good leader? Primo Masella I could take the project management answer and I can say it depends, because that's in any project context, that's always the answer the project manager should give isn't it, but I'm not a project manager anymore, so I'm not allowed to do that. I would say it's somebody who can set the right tone for the organisation to deliver on its objectives. And in setting the right tone, that sounds like a really simple thing to say, doesn't it, but I think those few words are really difficult for some leaders to do. Now some leaders are really naturally just there, they're just on it. Other leaders need to be coached and trained and guided on how to do that in the most effective way, and by setting the tone, it's getting that balance right between how do we deliver safely, in an inclusive way. How do I make sure that each person in my team is engaged, stretched to the right level, but not overstretched? So there's actually quite a lot, I think. To be an exceptional leader is huge actually, and I think there is a mixture of nurture and nature here. I think some people have that innate thing where they understand how other people work. Now, whether you call that emotional intelligence in this context, or whether you say they've got high people skills or they're very self-aware, all of that kind of language is pointing to the same thing. It's having an understanding of what you do. Sorry, how what you do is impacting other people. So I think some individuals have got naturally higher levels of that than others. I think that can be taught up until a point, but I think there's, you know, if you have a natural empathy, I think that will take you a long way as a leader, personally, I'm aware of my own bias though, as well. So my bias is the people lens, that's always been my bias and my focus, which is why I'm very conscious to be clear around, you know, do we understand what we need to deliver, how it aligns with the organisation's objectives? What's the culture I'm working in? There's, you know, there's a framework that has to sit around this. I think being a leader in today's society is a huge ask for anybody. Ula Ojiaku Would you then say that there's a particular, you know, colour or energy type that this ideal leader would be more inclined towards than another? Primo Masella Yeah, again, that's a really great question. The truthful answer is no. And, so the model that I work with comes as a circle, the four colours, core colours, being quadrants of the circle. If there was such a thing as an ideal, you'd be right in the centre, yeah. You'd have easy and natural access to all colours all the time and use them massively appropriately. Since none of us are perfect, that's a bit of a tall ask. It's unfortunate that some people look at these kind of models and say, for example, they look at the red energy and since the red energy is associated with delivering results and efficiency and meeting objectives, there's a perception with some organisations that we need leaders who've got lots of that red energy. And if you've got a command control organisation or you work in a safety critical environment, or are heavily audited, you know, in any of those environments, that red and that blue energy really play their part. And yes, you may find a lot more of the leadership roles are filled by people with those traits. My perspective is that in reality you can lead from anywhere. There's a saying isn't there, you can lead from any chair, you don't have to be sitting at the front of the room to be the leader, or at the head of the table to be the leader. I think the trick is adjusting according to the circumstance, so according to the group of people you are with, or the activity that needs to be done. And actually one of the things I often say when we talk about Insights is that if we think of somebody who's a really strong communicator, they'll use all four colour energies. When they work, when they make a speech, I often think of, I cite President Obama as an example, I'm sure Obama had wonderful speech writers, that helps as well, but if you don't hit all four colours, you're going to lose potentially a quarter of your audience. So when Obama spoke, he would talk about a vision, he would paint a picture of what was going to happen, he would give people enough details that they understood there was some credibility there. He would have a sense of urgency and pace about what he was doing, but he would also be empathetic and engaging with the people at a human level. Now, if you can do that, if you can hit all four of those traits, when you speak to somebody, that for me is the sign of a great communicator. It's also a pretty good indicator of a pretty strong leader, I think. I'm not going to name any names, but I'm sure we could all think of senior political figures, past or present, who certainly don't hit all four of those colour energies when they speak. And some of them are literally rooted in one dimension, and the real danger is, like I say, you're going to lose at least a quarter, half, maybe three quarters of your audience, because you're not speaking to them, that's the danger. Ula Ojiaku So what I'm hearing is there needs to be a balance and as a leader, an effective leader, or the ideal leader would know how to slide, for lack of a better word, you know, from one energy to another. Primo Masella Yeah. So that's not to say that you can't have leaders in different positions who kind of call that out. So it's absolutely fine to have a leader who is more people focused and they're more collaborative and engaging and people know them, that that's their leadership style. Likewise, it's fine to have a leader who's very results focused, and wants the data before they make decisions and move things forward. I think the trick is to kind of be very clear with the team that you are leading - this is how I work, these are my preferences, and be conscious of the fact that you may be missing some things because you have a stronger preference for something else. And then think about how do I use the rest of my team to help fill in those gaps, so that as a team, we bring a unified view to how we're going to deliver this particular activity. Ula Ojiaku So, what I'm hearing is, you know, be aware of where you tend to operate from as a leader, and also understand, you know, that you need the team to complement, you know, the gaps. Primo Masella I think, because otherwise we do get into this thing of setting an expectation that a leader should be able to do everything. That's a tough call, isn't it. Ula Ojiaku What books would you recommend for anyone who wants to learn more about this topic, you know, personalities, leadership teams? Primo Masella Yeah, I've got a couple of recommendations, which aren't necessarily related to what we've spoken about. So the Insights model is based on the work of Carl Jung. So if you read anything of Jung's work, that can be helpful. So this whole concept of how our personalities work, the fact that we each have at least two aspects to our personalities, and we might show up in a slightly different way, depending on who we're working with or where we are. So, I would heartily recommend anything in that space. People ask me about leadership books and I have to be brutally honest and say I'm not a huge reader of leadership books, but I would say the one thing that stuck with me over years and years is Stephen Covey, The 7 Habits of Highly Effective People. And I keep coming back to it because it just works for me. So, you know, you can get these things now as synopses, kind of easy read, quick read things, but yeah, read the whole book. It's one of the few kind of management books that I read and have reread, so maybe that's an indicator. On a slightly different tangent I've just finished reading a book. It's been out for a few years now, but I'm a bit late to the party, about the culture at Netflix and, culture, I find, is really interesting. So I've worked in big corporate organisations where they've had certain cultures. The book is called The No Rules Rules by Reed Hastings, who was one of the co-founders of Netflix. And it's really interesting, especially if, like me, you've, you've worked in huge corporate environments for a long time, because Netflix took an entirely different approach to how they created their organisational culture, and it makes no qualms about the fact that if you are in highly regulated or safety critical, or, you know, if you're building aeroplanes and you don't want people to fall out of the sky, you need certain policies and procedures in place. With a company like Netflix, who are in a creative environment, it's really interesting to read about how they built their company culture, which is the polar opposite from some of the companies I've worked for, really interesting. So just as a read, it's a great read. Then the final thing I'm going to recommend is, and this is slightly off topic. So I'm holding up a book called The Inside Out Revolution by Michael Neill, and this is a based on a principle around consciously thinking about how we think, and a principle that I'm becoming more and more interested in actually, as I get older, which is that everything starts from the way that we think about it. So our mindset governs everything else. So where you may feel like an event happens and I'm sad because that event happens, actually there's growing evidence, and there has been evidence for some years, actually, that how I think about the event dictates really how I feel about it, not the event itself. So Michael Neill's book is a great way into that, but there's loads of other things out there as well. If you, you know, Google ‘mindset' or ‘consciously thinking', you'll see a whole bunch of stuff. So that's something that I find really interesting because that's much more about us taking personal responsibility for how we think about stuff, and being quite intentional rather than be reactive and blame things outside of us for what happens. Ula Ojiaku I like the concept of, you know, being intentional and actually exploring our mindset and why we're thinking or feeling the way we do. So where can the audience find you? How can they get in touch with you if they want to. Primo Masella So, the best place is LinkedIn. So I'm on LinkedIn as Primo Masella, LinkedIn is probably the best place, so you can find me on there, and I'd be very happy to chat to anybody about Insights or connect with anybody who's interested in the same things that we've been talking about today. It's been really interesting, just to share one reflection. So I've been self-employed for just over a year now, so not about long, really, and, and I started this self-employment journey with perhaps a misconception that it would be very competitive and people would be very guarded about sharing anything. I have to say, it's the exact opposite. People have been so gracious with their time. I've made connections that I never thought I would make, and literally everybody that I've been introduced to, or that I've met along the way has just wanted to help. So if you are thinking of going self-employed then, you know, I can heartily recommend it. Ula Ojiaku It kind of goes back to a statement you made earlier. And I said when we're challenged, we learn more about ourselves. So sometimes in the challenges, the going out of the comfort zone, that's where you get the room to grow. Primo Masella Yeah, absolutely. Absolutely. And, you know, in my circumstance, I left the big corporate world. I wasn't expecting to do that, particularly, it wasn't a decision I'd made some years before, I didn't have a plan for this, and so yeah, I kind of felt like I was thrown into it and I thought, well, I'll just see what happens, and it's great. I can't say enough how generous people have been with their time, and that's just reinforced the fact that I think there is still a sense of supporting other people and collaboration and wanting to do good work, you know, across lots of people. Ula Ojiaku So any final words for the audience as we wrap up, this has been a great conversation. Primo Masella I would say just start with yourself. So if you know, if you're having a tough time or it feels like everything's going wrong, or your team's falling apart, just, just kind of start by looking at yourself. I don't mean that in a kind of negative way, but you know, we are the masters of our own destiny and there's always something you can change, and sometimes the most powerful thing you can do is to change how you think about something and that can help you in whatever circumstance you're in. Ula Ojiaku Yes. Those are profound words of wisdom, Primo. And again, it's been a great pleasure having you as my guest on this episode of the Agile Innovation Leaders podcast, so thank you very much. Primo Masella My pleasure, and thank you so much for inviting me. That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!   

In an ever-progressive technological lifestyle era, it is time to rethink how the real estate industry does construction. Explore groundbreaking ideas with Mike Kaeding to learn about next-level housing manufacturing practices you can apply to empower your business. Tune in to know more!     Topics on Today's Episode An innovative idea to reduce construction costs and how it works Benefits of low-cost and optimized housing construction Why you should hire the best people to work on your properties How to leave a legacy using a humanitarian-centered business vision  Why empowering people enables freedom to progress extensively     Resources/Links mentioned No Rules Rules by Reed Hastings and Erin Meyer | Kindle and Paperback     About Mike Kaeding Mike is a visionary whose optics are in accelerated growth. He is on a mission to dominate the multifamily industry by delivering the best construction cost-to-value in the industry. Thinking outside the box, analyzing data, and innovative ideas are what Mike is all about.     Connect with Mike Website: Norhart  Podcast: Becoming a Unicorn     Make millions and change your life this year by joining the Kahuna Boardroom this coming April 27th to 29th, 2023, in Scottsdale, AZ. To register, go to kahunaboardroom.com and gain access to multiple tools, and resources, and learn trends that'll help you thrive in multifamily apartment investing!   Don't forget to download my Free Workshop Quick Start Video Series, and if you like what you have heard, please leave a review on iTunes.

If there's one thing Netflix did right, it was to train all of us to be on subscription models. But if you look deeper, you'll find a bunch of other ideas that can help your firm grow. Join me and Billie Tarascio, as we explore "No Rules Rules" a book by Netflix co-founder Reed Hastings and Erin Meyer - Evansville.

Successful companies need to hire employees who are invested in the long-term outcomes and future of the business, rather than their own short-term gains. But in order to find people you can trust to work toward the company's best interests, you need to instill a sense of integrity into your company's culture. In this episode, Ben Grynol and Michael Mizrahi discuss the importance of acting in the company's best interest and how to find employees who share your values, based on the principle from Reed Hastings' book, “No Rules Rules,” and how this all pans out at Levels.

We are examining part two of the series of the book No Rules Rules: Netflix and the Culture of Reinvention. This episode focuses more on the implementation of some of the ideas in the book.  We'll talk about having hard conversations, candor, and direct honesty at all times, what it requires, and we'll also share some of our own examples. Thank you for listening! Find Blake Rayhons on Instagram @blakerayhons. Find Stacie Baird on Instagram @theHRPodcaster.

Sascha Mayer is the Co-founder of Mamava, the creator of freestanding lactation spaces for breastfeeding on the go. Mamava pods are designed, engineered, and assembled at Mamava Manufacturing, their production facility in Springfield Vermont; and their mission is to create a healthier society through infrastructure and support for breastfeeding. Sascha is a recognized expert on lactation space design, family-friendly workplace policies, and social entrepreneurial leadership. Her career in design started at JDK (now Solidarity of Unbridled Labour) where she helped develop the Living Brand®, Solidarity's philosophy on brands and brand creation. As Strategy Director, Sascha designed and facilitated multidisciplinary creative-collaborative sessions with brands including HP, Levi's, Lululemon, Merrell Apparel, Nike Women, and Seventh Generation. Prior to joining Solidarity, Sascha served as assistant press secretary for former Congressman (now Senator) Bernie Sanders (I-Vt.). She has a B.A. in Sociology from the University of Vermont and has been a Board Member of Vermont Businesses for Social Responsibility since 2019. In this episode, Sascha and I discuss: Her journey as a mother and entrepreneur looking to solve a problem through thoughtful, human centered design. How Sascha and her co-founder Christine used branding and design to influence change, and create momentum for Mamava. How parents can be advocates in their workplaces. Where moms can find the lactation (feeding) pods and how they work.  The importance of breastfeeding advocacy.  All of the resources Mamava provides for employers, organizations, and mothers who are pumping and nursing. Connect with Mamava on Facebook and Instagram Resources mentioned in this article: No Rules Rules - by Reed Hastings & Erin Meyer Connect with me: Instagram: https://www.instagram.com/the.motherhood.village1/  Website: https://www.themotherhoodvillage.com/ Liked this episode? Leave a review and rating at: https://podcasts.apple.com/us/podcast/the-motherhood-village-podcast/id1487274178  Have a topic or guest you'd like to see on The Motherhood Village podcast? Send recommendations to: themotherhoodvillage1@gmail.com 

End-of-life care is a difficult topic to discuss, but it is an important one to ensure that geriatric pets leave their families compassionately. This week, Shawn & Ivan speak with Dr. Mary Gardner of Lap of Love about veterinary hospice care. Mary recommends No Rules Rules by Reed Hastings & Erin Meyer (amzn.to/3Bx3wtD). Learn more about Mary at lapoflove.com.

Saya membahas buku No Rules Rules karya Reed Hastings dan Erin Meyer. Buku ini membahas rahasia di balik budaya kerja Netflix yang bisa membawa perusahaan tersebut menjadi salah satu perusahaan paling inovatif, kreatif, dan sukses. Tidak ada yang menyangka perusahaan yang awalnya menyewa DVD secara online, kini menjadi perusahaan entertainment yang memproduksi film-film sukses dan menghasilkan keuntungan triliunan rupiah. CEO Netflix bernama Reed Hastings punya cara yang tidak biasa dalam membangun Netflix. Misalnya, di Netflix, tidak ada aturan soal cuti atau pengeluaran karyawan untuk kebutuhan pekerjaan. Setiap karyawan dianggap sudah cukup dewasa untuk bisa mengatur dirinya sendiri dan bertanggung jawab atas setiap keputusan yang diambil. Uniknya lagi, Netflix hanya ingin mempekerjakan karyawan terbaik. Karyawan biasa saja akan diminta untuk meninggalkan perusahaan dengan uang pisah yang besar. Sistem kerja yang tidak biasa ini ternyata menjadi salah satu alasan Netflix bisa merajai industri streaming film di dunia.

In this episode, Rachel Johnson speaks with senior leaders Taz Johal (Assistant Headteacher, Brookvale Groby) and Maria Williams (Headteacher, Brigshaw High School) about Reed Hastings' (Netflix, CEO) and Erin Meyer's book 'No Rules Rules: Netflix and the Culture of Reinvention'. This leadership book has some fascinating insights from business and sparks much discussion around ideas which could translate well into the education world, as well as some which might would not. The conversation covers three key areas: building talent density, increasing candour, and reducing 'controls', with lots of discussion around vision alignment, feedback, and continually developing staff. PiXL is a partnership organisation of thousands of schools, colleges and alternative education providers spanning KS1-5. Find out more about how you could gain value from a PiXL subscription: https://www.pixl.org.uk/membership PiXL Leadership Bookclub is a We Are In Beta production. Subscribe now to download every episode directly to your phone automatically.

Its 2022 and we are back! Join us in our new series where Callum discusses his favourite audio books and books each week! In this episode, Callum talks about No Rules Rules by Reed Hastings. If there's any books you would like us to cover, get in touch today. __________________________________________________________________ CHECK OUT OUR WEBSITE: https://www.morganbranding.co.uk/ AND OUR SOCIAL LINKS: FACEBOOK: https://www.facebook.com/morganbrandingltd/ INSTAGRAM: https://www.instagram.com/morgan_branding/ TWITTER: https://twitter.com/Morgan_Branding AND LINKEDIN: https://www.linkedin.com/company/morganbranding/ __________________________________________________________________

Get the full transcipt, PDF, animated summary and infographic on our free app: https://www.getstoryshots.com Storyshots Book Summary And Analysis Of No Rules Rules: Netflix and The Culture of Reinvention by Reed Hastings and Erin MeyerDisclaimer: This is an unofficial summary and analysis. Reed Hastings's Perspective Reed Hastings co-founded Netflix in 1997. The company develops, licenses, and delivers video entertainment across various genres and languages. By 2022, the platform served more than 200 million people in 190 countries. In 1991, he founded Pure Software, which creates tools for software developers. After a 1995 IPO and several acquisitions, Rational Software purchased Pure in 1997. Hastings is an active educational philanthropist. He served on the California State Board of Education from 2000 to 2004. He is on the board of several educational organizations, including DreamBox Learning, KIPP, and Pahara. He's also a board member of Facebook and was on the board of Microsoft from 2007 to 2012. Erin Meyer's Perspective Erin Meyer is a professor at INSEAD, a leading international business school. Her work focuses on how the world's most successful managers work with cultural differences in a global environment. She has helped executives in five continents to work with cross-cultural complexities. Erin frequently publishes in Harvard Business Review. In 2019, Erin accepted an award from Thinkers50 for the second time. They labeled her one of the fifty most impactful business writers globally. In 2018, she was one of the top 30 most influential HR thinkers of the year in HR magazine. Introduction When it comes to working at Netflix, there are no rules, and that's what No Rules Rules is about. Reed Hastings, Netflix's co-founder, outlines how he cultivated a unique work environment. Netflix values both individual and collective initiatives.

Levels Head of Growth, Ben Grynol, and Head of Operations, Michael 'Miz' Mizrahi, discuss the concept of acting in the best interest of the company, a principle from Reed Hastings' book, "No Rules Rules." They dug into what this actually means and how it's relevant to our culture here at Levels. Watch the Video – https://youtu.be/hFIXR4_eIsk Become a Levels Member – levelshealth.com Learn about Metabolic Health – levelshealth.com/blog Follow Levels on Social – @Levels on Instagram and Twitter

Guest  Victoria Ransom  Victoria Ransom is a serial entrepreneur from New Zealand. She has developed four companies including Wildfire Interactive, a social marketing SaaS company, where Ransom was CEO until it was sold to Google in 2012. She was named Ernst & Young Entrepreneur of the Year Award for New Zealand in 2011. Fortune Magazine honored her as one of the Forty Most Powerful Women Under Forty in 2012. In 2013, she was invited to the White House by President Barack Obama to receive a "Champion of Change" award recognizing her contributions as an immigrant entrepreneur. In 2015, she was awarded the World Class New Zealander award along with former New Zealand Prime Minister, Helen Clark. In 2016, she was NEXT Woman of the Year in the Business and Innovation category. In 2020, Ransom co-founded Prisma, a remote education startup. Victoria has been interviewed by Bloomberg News, The Corner Office, The New York Times and The Wallstreet Journal.  https://www.joinprisma.com/ https://www.facebook.com/joinprisma/videos/the-prisma-story-vision/1128347837551554/ https://www.youtube.com/channel/UCzqdwPI1kFylYq19kQ1F18g  https://twitter.com/victoria_ransom https://www.linkedin.com/in/victoriaransom   Show Notes Jenna's intro: Jenna begins the show by reminding listeners that they can leave a voicemail for the podcast and she will read it on the show. Good or bad, she wants your input! Your comments, feedback and suggestions are much appreciated. You can find the link here.   Jenna introduces Victoria and explains that while the online school Prisma is not completely self-directed, it can be a good fit for families with kids that need more structure or are eager for more of a community in light of challenges to group meet-ups during the pandemic. Prisma is an alternative flex school with five week cycles during the year. This makes it a good choice for unschoolers to participate in and for world schoolers who do a lot of traveling.  Victoria tells us a bit about her journey. She is the mother of three and her journey in education began when her oldest reached school age. One thing that concerned her with traditional education was the rapidly changing world we live in, which she believed needed a broader skill set than conventional schools could provide. She was also concerned about the fierce competition and stressful environment, especially where she lives in northern California. She researched homeschooling, alternative and micro schools. She wanted a flexible environment where children could be led by their interests. Something that focused on problem solving and critical thinking. This is when she began to imagine creating something that would not only be best for her own children, but for other families as well.  Jenna asks Victoria to tell us who Prisma serves. What do the families enrolled in Prisma look like?     Victoria says that a common thread is that most of the parents at Prisma want their children to love learning. They are looking to Prisma to provide a toolbox that can help them be able to do many types of work by teaching them critical thinking and problem solving. The kids should be challenged and excited.    Jenna asks about the ages and prior circumstances of the children enrolled in Prisma.   Victoria tells us that the program currently serves grades 4 - 8 at the moment with plans to expand. Prisma grew quite a bit during Covid19 because many children were homeschooling. With Prisma, families found much more flexibility versus a traditional school moved to online. Some of the kids in Prisma are gifted and just felt bored or unchallenged at school. Some have difficulties that made conventional school difficult for them. These children thrive when they are able to move at their own pace. Victoria mentions that Prisma does do some assessment tests and academic growth is occurring.      Jenna asks what a typical Prisma day looks like.    Victoria says that students meet up several times a day. There are workshops, learner clubs, and projects. Coaches help a few kids at a time. Each of the 5 week cycles has a theme. For example, one cycle the theme was “Unchartered Territories.” Within this theme some of the subjects they learned about were space and deep sea exploration. Also, the children regularly do presentations for the parents. In core subjects math, writing and reading the children learn skills that they can apply to real world problems.    Jenna asks how the child's interests come into play.   Victoria answers that a coach might encourage them to do a ‘Journey.' For example, a fifth grader has started a ‘Journey' to write a novel. Another student might decide to do a ‘Journey' on space travel. Within the theme of the cycle, any student can propose their own project or ‘Journey.' Within writing assignments kids are given a lot of choice and ability to write about things that they are excited about.    Jenna wonders how the Prisma school works with world schoolers, as they can do the work remotely.    Victoria says that the beauty of this model is that if the child has to be away for a while, they can adapt and alter the expectations for that student within the cycle. Every Prisma student can make their own schedule with the assistance of a coach. There are always physical aspects and options to the curriculum so that kids are not in front of a screen the whole time.    Jenna brings up the financial aspect of choosing a school such as Prisma as some families would not be able to afford the cost.    Victoria says that they have financial aid and that approx. 40% of the students are currently receiving some assistance. The school is also looking into trying some different ways to lower the cost and make it more available to everyone. One way to do this would be to offer different levels or versions which would involve more parent involvement. There are many plans in the works. As mentioned before they have plans  to extend the age range they serve. Victoria says that they are likely adding grades through high school but may not add grades younger than fourth. This is because younger children don't do as well working in a virtual environment and fourth grade is often when kids start to lose interest in school.This could be connected to the fact that standardized testing often begins then.    Jenna asks about how the Prisma families are registered in their state / country. As homeschoolers or as online schoolers.    Victoria states that most are registered as homeschoolers. She says that the accreditation process has many disadvantages as there are criteria to meet which might restrict their ability to run the school the way they envision.    Jenna wonders if Prisma could work for unschoolers.        Victoria says that yes, they do have a few unschoolers that attend a few cycles per year. She feels that it probably wouldn't make a lot of sense to do Prisma if they only attended sporadically.              Jenna wraps up the interview asking Victoria the four questions she usually asks all of her guests.    What are you curious about? Victoria says she is curious about education of course, but also health. Everything about it. Nutrition, exercise, sleep, etc.    What is your favorite way to learn? Victoria says her favorite way to learn is reading, then podcasts and the news.    Jenna changes it up with this question. (Usually she asks “What is a resource you want to share?”) This time she asks “How have you used self directed learning in your life?”            Victoria says that as a young child she was very good at school and thrived in it.             But, as she got older she found it really hard to choose a career.             She became interested in education and entrepreneurship and once focused on              something she could really dig into, she went full swing into the self directed               learning path.        Jenna and Victoria briefly discuss their shared school experience and agree that maybe adults should be more mindful of a child's interests / what excites them before we steer them down a career path or degree. Allow them space to figure out for themselves where they are headed.    What is your favorite blog, podcast or book that you would like to share?              Victoria names two books that she read recently.              The first is “Why We Sleep” by Matthew Walker, Steve West et al.                Description: The first sleep book by a leading scientific expert - Professor Matthew Walker, director of UC Berkeley's Sleep and Neuroimaging Lab - reveals his groundbreaking exploration of sleep, explaining how we can harness its transformative power to change our lives for the better.              The second is “No Rules Rules” by Reed Hastings, Erin Meyer et al.                Description: Hastings and Erin Meyer, best-selling author of The Culture Map and one of the world's most influential business thinkers, dive deep into the controversial ideologies at the heart of the Netflix psyche, which have generated results that are the envy of the business world. Drawing on hundreds of interviews with current and past Netflix employees from around the globe and never-before-told stories of trial and error from Hastings's own career, No Rules Rules is the fascinating and untold account of the philosophy behind one of the world's most innovative, imaginative, and successful companies.   Helpful Resources Mentioned in Today's Show https://www.joinprisma.com/ https://www.facebook.com/joinprisma/videos/the-prisma-story-vision/1128347837551554/ https://www.youtube.com/channel/UCzqdwPI1kFylYq19kQ1F18g  https://twitter.com/victoria_ransom https://www.linkedin.com/in/victoriaransom   “Why We Sleep” by Matthew Walker, Steve West et al.     “No Rules Rules” by Reed Hastings, Erin Meyer et al.   Ways to Connect Join me on the Show! Leave a voicemail! Email me: contact.roguelearner@gmail.com Facebook  Instagram Apple: https://podcasts.apple.com/us/podcast/rogue-learner/id1543224038 Google Play: https://podcasts.google.com/search/rogue%20learner Spotify: https://roguelearner.libsyn.com/spotify YouTube Channel: https://www.youtube.com/channel/UCdCocbWsxxAMSbUObiCQXPg Stitcher: https://www.stitcher.com/show/rogue-learner

Introducing today's guest, Carm Huntress, Chief Innovation Officer and founder of RxRevu. With a Degree in Electrical Engineering, Carm started out working in early-stage technology companies focusing on product and technology. In this episode, Carm expounds on the deficiency in information regarding the cost of medical treatment both on the side of the medical professionals and the patients. He describes his passion for his work, which involves bridging this gap to create room for transparency and measurement, as the ultimate steps to healthcare improvement. Top Takeaways [00:44] It's easy to tell be people what to do but it's very hard to get people to want to do what must be done. [04:44] RxRevu provides real-time cost transparency. What healthcare lacks today, both for providers and patients is an understanding of the cost of any product or service. RxRevu helps to bring real-time drug costs to doctors when they are prescribing at the point of care. [07:32] Probably the most important thing for early-stage startups to understand is that "Timing is everything"; about half of your success is about timing. Startups need to have the best when it comes to disciplined people, disciplined thoughts, and disciplined actions. [11:35] Critical concepts for healthcare leaders: Transparency especially with information for decision making. The second is Right place, Right time. The third issue is about fitting into the value chain of healthcare in the right way. [14:28] The biggest success is what the company has achieved today. Carm shares his past failure to work more collaboratively and this affected the team but he continues to work on it. [19:18] The biggest challenge and opportunity in healthcare today: The biggest challenge is what to do as we come out of Covid; do we go back to the way things were, or will Covid-19 be a trigger for a major change? [25:02] For Carm, inspiring others comes from discussing the mission, to let workers feel the emotional connection of what the mission means to them. His inspiration comes from the time spent discussing with healthcare leaders to share the benefits of his company's work. [27:56] Best career advice: it's not about your career, it's about your calling. What you need to find is your personal brand or the thing you're better at than any other person. [29:31] 3 attributes of a data-driven healthcare leader: Measure everything; so many times, we have assumptions but data will show something different. [32:22] A professional society recommendation: The College of Healthcare Information Management Executives (CHIME). A conference Carm recommends is "The Health Evolution Summit". [35:04] Book recommendation: " No Rules Rules" by Reed Hastings, and "The Growth Handbook" by Elad Gil. [37:35] Carm hopes to continue to expand cost transparency nationally offering services beyond just pharmacy. He also hopes to be a better leader. Key Quotes: "Leadership is about getting people to want to do what must be done" "If you're a leader and you look behind you, and nobody's behind you, then you're not a leader" "Someday, all providers, all patients are going to have access to real-time costs for the services and products we buy in healthcare" "People tend to follow their emotions, not their thoughts" "Find the thing that you love to do that keeps growing your unique knowledge and pursue that wholeheartedly" "Measure every part of your business" Connect: Find | Carm Huntress LinkedIn – Carm Huntress Twitter - Carm Huntress Website – www.rxrevu.com --- Send in a voice message: https://anchor.fm/healthcarequalitycast/message

In deel 3 van deze boekreview over het boek No Rules Rules van #Netflix en de F&R Cultuur (#Vrijheid & #Verantwoordelijkheid) bespreken we de laatste stappen Netflix die heeft gezet om tot deze succesvolle strategie te komen. Link naar samenvatting: https://www.westerinkmeijerenco.nl/bibliotheek/boekreviews/no-rules-rules-netflixLink naar artikel Deel 3: https://youtu.be/wNV6NaFTU5g Link naar webinar pagina: https://go.wmco.nl/netflix-no-rules-rules Website: http://westerinkmeijerenco.nl Abonneer je op onze nieuwsbrief en ontvang maandelijks updates: https://www.westerinkmeijerenco.nl/schrijf-je-in-voor-de-nieuws

In this week's episode, Ricardo talks about the book "The Rule is No Rules: Netflix and the Culture of Reinvention", whose subject is the culture of Netflix. Ricardo explains that he read this book recently, which is based on an interview @reed Hastings gave to @Des Dearlove from @Thinkers50. Ricardo comments that Netflix breaks the chain of command and control and adopts a policy (or maybe no policy) where employees are free to make decisions by themselves on all sorts of topics, including how their vacation will be or how their travel expenses will be. He also says that in the interview, Reed said that the only "rule" is to make decisions always considering Netflix's best interest. Another exciting factor is that people are free to be truthful, even if they disagree with an idea coming from the CEO. And last but not least, Netflix values humility, helping and being helped by colleagues. Ricardo recommends you read the book and look at the Netflix Culture page at https://jobs.netflix.com/culture. Listen to the podcast to learn more.

Tapping into Netflix's work culture, No Rules Rules explains the philosophy behind one of the world's most successful companies. This book is an overview of how Netflix co-founder and CEO Reed Hastings built a culture that focused on freedom and responsibility. Hastings set new standards such as valuing people over process; emphasizing innovation over efficiency; and giving employees context, not controls. See acast.com/privacy for privacy and opt-out information.

In deel 2 van deze boekreview over het boek No Rules Rules van #Netflix en de F&R Cultuur (#Vrijheid & #Verantwoordelijkheid) bespreken we inhoudelijk welke stappen Netflix heeft gezet om tot deze succesvolle strategie te komen. Is deze F&R Cultuur voor iedereen weggelegd? Wij denken van niet! Waarom we dat vinden hoor je in deze podcast. Link naar samenvatting: https://www.westerinkmeijerenco.nl/bibliotheek/boekreviews/no-rules-rules-netflixLink naar artikel Deel 2: https://studio.youtube.com/video/96Mwk-dWw4M/edit Link naar webinar pagina: https://go.wmco.nl/netflix-no-rules-rules Website: http://westerinkmeijerenco.nl Abonneer je op onze nieuwsbrief en ontvang maandelijks updates: https://www.westerinkmeijerenco.nl/schrijf-je-in-voor-de-nieuws

In deel 1 van deze boekreview over het boek No Rules Rules van #Netflix en de F&R Cultuur (#Vrijheid & #Verantwoordelijkheid) bespreken we inhoudelijk welke stappen Netflix heeft gezet om tot deze succesvolle strategie te komen. Is deze F&R Cultuur voor iedereen weggelegd? Wij denken van niet! Waarom we dat vinden hoor je in deze podcast. Link naar samenvatting: https://www.westerinkmeijerenco.nl/bibliotheek/boekreviews/no-rules-rules-netflixLink naar artikel Deel 1: https://www.westerinkmeijerenco.nl/Netflix-cultuur-deel-1 Link naar webinar pagina: https://go.wmco.nl/netflix-no-rules-rules Website: http://westerinkmeijerenco.nl Abonneer je op onze nieuwsbrief en ontvang maandelijks updates: https://www.westerinkmeijerenco.nl/schrijf-je-in-voor-de-nieuws

หนังสือ No Rules Rules: Netflix and the Culture of Reinvention ของ Reed Hastings and Erin Meyer - กฎที่ว่าด้วยความไม่มีกฎอะไรเลย นั่นหมายความว่ากฎนั้นเป็นการกรอบมนุษย์ที่สร้างขึ้นมาเพื่อควบคุม (คนที่ควบคุมไม่ได้) - แล้วการที่ไม่ต้องควบคุมคนในองค์กรนั้นจะหมายถึงนัยที่สำคัญที่สุดก็คือ ผู้คนในองค์กรสามารถควบคุมตัวเองได้เกือบ 100% หรือเทียบเท่า - สมมติฐานที่เป็นหลักฐานอันสำคัญคือ หากว่าเราสามารถให้ทุกคนในองค์กรหยุดงานได้ และสามารถลาพักร้อนได้โดยแจ้งล่วงหน้าเพียงแค่ไม่กี่วัน จะช่วยเพิ่มประสิทธิภาพการทำงานได้จริงไหม - การทดสอบจะไม่เกิดขึ้นจริง หากว่าเราไม่เปิดใจที่จะทดลองมัน ผู้นำองค์กรที่ดีไม่ใช่เพียงแค่คิด แต่จะต้องลงมือกระทำจริง แล้วผลลัพธ์จะเป็นอย่างไรก็ค่อยแก้ไขกันไปตามสถานการณ์ - หนังสือเล่มนี้ไม่เหมาะสำหรับคนที่ไม่เปิดใจเรียนรู้อะไรใหม่ ๆ เพราะการแหกกฎต่าง ๆ ของชีวิต จำเป็นจะต้องมีจิตใจที่กว้างขวางพอสมควร หากคุณเป็นคนที่ไม่ชอบมีกฎระเบียบก็ควรจะอ่านอย่างยิ่ง

Welcome to Pillars of Wealth Creation, where we talk about building financial freedom with a special focus in business and Real Estate. Follow along as Todd Dexheimer interviews top entrepreneurs, investors, advisers and coaches. In this episode, Todd talks with Rob Breadsley about how to successfully underwrite large multifamily deals. Rob Beardsley oversees acquisitions and capital markets for Lone Star Capital and has acquired over $100M of multifamily real estate. He has evaluated thousands of opportunities using proprietary underwriting models and published the number one book on multifamily underwriting, The Definitive Guide to Underwriting Multifamily Acquisitions. 3 Pillars 1. Think long term 2. Cash flow 3. Tax strategy Books: The Definitive Guide to Underwriting Multifamily Acquisitions by Rob Breadsley, No Rules Rules by Reed Hastings and Erin Meyer Get your tickets to the Northstar Real Estate Conference here: https://northstarunlimited.live/nrec-2021/ Interested in coaching? Schedule a call with Todd at www.coachwithdex.com Connect with Pillars Of Wealth Creation on Facebook: www.facebook.com/PillarsofWealthCreation/ Subscribe to our email list at www.pillarsofwealthcreation.com Subscribe to our YouTube channel: www.youtube.com/c/PillarsOfWealthCreation

The Carey Nieuwhof Leadership Podcast is a podcast all about leadership, change and personal growth. The goal? To help you lead like never before—in your church or in your business.

如果喜欢我们的节目，欢迎通过爱发电打赏支持：https://afdian.net/@pythonhunter 嘉宾 李辉 主播 Adam Wen 小白 laixintao laike9m 时间线 00:01:21 自由职业经历 00:04:54 找工作的失败经历 00:08:01 编程视频课程 00:10:13 看视频学编程 00:11:31 做外包的奇葩遭遇 00:17:26 小白的职业规划 00:19:45 今天星期几 & 晚上几点睡 & 闹钟哪家强？ 00:25:47 毕业后先不要立刻开始工作？ 00:28:10 推荐环节 00:28:32 李辉的推荐 00:30:56 xintao 没有什么要推荐 00:31:32 Adam 的推荐 00:34:03 「阿里五型人格」（阿里巴巴的小白兔、野狗、大牛、老牛、老白兔，分别指代什么？？） 00:34:50 小白的推荐 00:36:35 laike9m 的推荐 00:37:21 嘉宾自带环节：你未来 3～5 年的阶段目标 00:38:01 李辉的阶段目标 00:40:15 laike9m 的阶段目标 00:42:16 小白的阶段目标 00:45:19 xintao 的阶段目标 00:46:17 知识管理工具 00:49:19 Adam 的阶段目标 00:52:27 结语 链接 00:28:32 娱乐至死 00:31:32 奈飞文化手册 00:31:58 No Rules Rules 00:34:50 Python 神经网络编程 00:36:35 Async Python is Not Faster 00:36:56 Ignore All Web Performance Benchmarks, Including This One

As leaders, we talk a lot about talent — acquisition, nurturing, retention — but how often do we talk about talent density? You don't just need one or two superstars, you need a team of superstars to reach the critical mass needed to positively shape your organization. That's one of the foundational concepts today's guest, Lara Dodo, Chief Growth and Operating Officer at Newtopia, and I dissect as we discuss No Rules Rules — a book that should be required reading for every COO. In this episode, we discuss: What talent density means for your organization How candor should best be employed The concept of ownership — AKA freedom with responsibility Want to level up your people and processes? Subscribe to the show on Apple Podcasts, Spotify, or wherever you listen to podcasts. Listening on a desktop & can't see the links? Just search for The COO Show in your favorite podcast player.

Today's guest is Chris Herd, the CEO and founder of Firstbase which is an all-in-one SaaS platform for the supply and management of assets and equipment to remote workers. After founding a remote financial technology company, Chris discovered the challenges of having a remote team which led him to found Firstbase. Since late 2019, the company has now raised over $15 million, a lot of which can be attributed to Chris's presence on Twitter. Today he explains how he managed to generate 80 million Twitter impressions in the space of a year and how he has used the platform as his primary acquisition channel, as well as a great tool for building relationships with key decision-makers at some of the biggest investment companies and venture capital firms in the world. Tuning in you'll hear Chris's advice on what type of content to share, the importance of consistency, the role of spontaneity, and how to inspire conversation through the platform. Chris also shares some profound insight into the future of remote work or ‘remote living'. Hear some practical advice on remote work that most people wouldn't know about and find out which companies are doing it really well. TIME-STAMPED SHOW NOTES: [00:14] An introduction to today's guest Chris Herd, CEO and founder of Firstbase. [01:09] Some of Firstbase's marquee clients. [02:04] Chris's background and what makes him different from other founders. [02:59] How the challenges he faced having a remote team led him to found Firstbase. [03:59] How Firstbase is making money. [04:34] How quickly the company has grown and how much money it has raised. [05:20] Some of the core challenges they faced scaling the company. [06:13] The role of Twitter in building distribution. [07:54] How Chris achieved 80 million impressions through his tweets in the last year.  [08:54] Chris's advice on how to market your business through Twitter. [09:51] How Twitter has benefited Firstbase. [11:21] What Chris's cadence is like on Twitter and the role of spontaneity.  [12:28] The two most important data points to Chris and what they say about the future of work.  [14:25] The role of in-person connection in the remote work playbook post-pandemic. [15:51] How Chris is recruiting the best people right now through Twitter and Flocknet. [18:09] Practical remote work advice that most people wouldn't know about. [19:08] Companies that are doing remote work really well. [20:12] Remote work playbooks available online. [20:56] A business tool Chris's recommends: Figma. [21:38] Insight into the size of Chris's sales team and thoughts on whether or not they should be co-located. [22:47] Chris's must-read book: No Rules Rules. [23:35] The most compelling thing that he's watched, read or listened to: Loki. [23:55] How to get in contact with Chris.   Resources From The Interview:   Firstbase  Remotive AngelList  Flocknet  Zapier  GitLab    Darren Murph  Figma  Miro  Mural Must read book: No Rules Rules  Project Hail Mary  Loki   Chris Herd on Twitter   Chris Herd on LinkedIn   Leave Some Feedback:     What should I talk about next? Who should I interview? Please let me know on Twitter or in the comments below. Did you enjoy this episode? If so, please leave a short review here Subscribe to Leveling Up on iTunes Get the non-iTunes RSS Feed     Connect with Eric Siu:      Growth Everywhere Single Grain Leveling Up Eric Siu on Twitter Eric Siu on Instagram    

Reed Hastings is CEO en mede-oprichter van Netflix. Het bedrijf waar Hastings nog 1% van bezit en hiermee een vermogen heeft van enkele miljarden. Het boek No Rules Rules gaat over de cultuur binnen Netflix, en dan vooral de eigenzinnige aanpak waardoor ze creatiever en sneller zijn dan het gemiddelde in de markt. Mede door het snelle schakelen hebben ze al enkele cruciale transformaties van het business model doorgemaakt. Voor Netflix had Hastings een ander bedrijf dat hij verkocht en hij diende in het vredeskorps (Wikipedia over Vredeskorps). Op het moment dat ze meer onderzoek gingen doen naar cultuur binnen Netflix ontdekten ze het boek The Culture Map van Erin Meyer. Nadat Hastings ontdekte dat Meyer ook gediend heeft in het vredeskorps, heeft ze onderzoek gedaan naar de cultuur bij Netflix. De resultaten van vele gesprekken en de cultuurverschillen in de verschillende landen waar Netflix een kantoor heeft beschrijven Hastings en Meyer in dit boek. Het is een indrukwekkend verhaal, van een bijzondere bedrijf. Er blijft bij mij ook een gevoel achter van de sterkste overleeft in een eindig spel, typisch Anglo-Amerikaans terwijl er ook veel elementen uit het Rijnlandse terugvindt. Zo zie je het belang van vakmanschap terug en die wordt ook ontwikkeld, vertrouwen in de mensen speelt een belangrijk rol net als verbinding. Inspiratie wordt continu gegeven zodat mensen zelf kunnen beslissingen kunnen nemen. Het boek is opgedeeld in vier blokken De eerste stappen naar een cultuur van vrijheid en verantwoordelijkheidDe volgende stappen naar een cultuur van vrijheid en verantwoordelijkheidTechnieken om een cultuur van vrijheid en verantwoordelijkheid te versterkenWereldwijd 1. Een geweldige werkplek = prachtige collega's Je selecteert de beste in de markt, alleen de allerbesten verdienen een plek in bedrijf. Wanneer je je niet continu ontwikkeld om de beste te blijven wordt er afscheid van je genomen. Het zorgt voor een bijzondere werkplek met veel talent en tegelijk angst om je baan te verliezen. 2. Zeg wat je echt denkt (met een positieve intentie) Continu, altijd en overal geef je opbouwende terugkoppeling wanneer je ziet dat mensen zichzelf of het bedrijf tekort doen met hun huidige manier van werken of reageren. Dit is lastig, goede terugkoppeling geven met de intentie om andere beter te maken moet je echt leren. Fouten worden openlijk gedeeld om met elkaar te leren. De managers geven het goede voorbeeld en vragen actief naar feedback. 3. Verwijder he tvakantiebeleid en de reis- en onkosten goedkeuring Wanneer je met volwassen mensen werkt, de beste op de markt, waarom zou je ze dan inbinden door allerlei regels op te stellen die creativiteit vermindert? Je hoeft bij Netflix geen goedkeuring te vragen voor je vakantiedagen, je hebt geen maximaal aantal vakantiedagen. Je bent vrij om dit zelf wijs in te vullen zodat je collega's of het bedrijf hier geen onnodig last van hebben. Het risico dat je loopt is dat mensen uit angst voor het verliezen van hun plek, weinig vakantie nemen. Dit poberen ze te voorkomen door zelf als leiders het goede voorbeeld te geven en regelmatig verhalen over de vakantie te delen. Reis- en onkostenvergoeding werkt op ongeveer dezelfde manier, maar de regels om ervoor te zorgen dat fraude wordt voorkomen is duidelijk. Wanneer de financiële mensen iets vinden van fraude in je declaraties dan sta je direct op straat, je krijgt geen tweede kans. Je dient gelijk als voorbeeld voor de rest van het bedrijf en dit wordt gedeeld met iedereen. De dreiging die hierin doorklinkt kan zorgen voor een onveilig gevoel. Een veilig gevoel is een belangrijke voorwaarde voor welzijn in je werk. 4. Betaal de top van de arbeidsmarkt Wil je de beste mensen aantrekken en behouden dan moet je ze goed betalen. Ook wanneer ze eenmaal in dienst zijn geef je ze geen vast percentage loonsverhoging op basis van een beoordelingsgesprek.

Reed Hastings is CEO en mede-oprichter van Netflix. Het bedrijf waar Hastings nog 1% van bezit en hiermee een vermogen heeft van enkele miljarden. Het boek No Rules Rules gaat over de cultuur binnen Netflix, en dan vooral de eigenzinnige aanpak waardoor ze creatiever en sneller zijn dan het gemiddelde in de markt. Mede door het snelle schakelen hebben ze al enkele cruciale transformaties van het business model doorgemaakt. Voor Netflix had Hastings een ander bedrijf dat hij verkocht en hij diende in het vredeskorps (Wikipedia over Vredeskorps). Op het moment dat ze meer onderzoek gingen doen naar cultuur binnen Netflix ontdekten ze het boek The Culture Map van Erin Meyer. Nadat Hastings ontdekte dat Meyer ook gediend heeft in het vredeskorps, heeft ze onderzoek gedaan naar de cultuur bij Netflix. De resultaten van vele gesprekken en de cultuurverschillen in de verschillende landen waar Netflix een kantoor heeft beschrijven Hastings en Meyer in dit boek. Het is een indrukwekkend verhaal, van een bijzondere bedrijf. Er blijft bij mij ook een gevoel achter van de sterkste overleeft in een eindig spel, typisch Anglo-Amerikaans terwijl er ook veel elementen uit het Rijnlandse terugvindt. Zo zie je het belang van vakmanschap terug en die wordt ook ontwikkeld, vertrouwen in de mensen speelt een belangrijk rol net als verbinding. Inspiratie wordt continu gegeven zodat mensen zelf kunnen beslissingen kunnen nemen. Het boek is opgedeeld in vier blokken De eerste stappen naar een cultuur van vrijheid en verantwoordelijkheidDe volgende stappen naar een cultuur van vrijheid en verantwoordelijkheidTechnieken om een cultuur van vrijheid en verantwoordelijkheid te versterkenWereldwijd 1. Een geweldige werkplek = prachtige collega's Je selecteert de beste in de markt, alleen de allerbesten verdienen een plek in bedrijf. Wanneer je je niet continu ontwikkeld om de beste te blijven wordt er afscheid van je genomen. Het zorgt voor een bijzondere werkplek met veel talent en tegelijk angst om je baan te verliezen. 2. Zeg wat je echt denkt (met een positieve intentie) Continu, altijd en overal geef je opbouwende terugkoppeling wanneer je ziet dat mensen zichzelf of het bedrijf tekort doen met hun huidige manier van werken of reageren. Dit is lastig, goede terugkoppeling geven met de intentie om andere beter te maken moet je echt leren. Fouten worden openlijk gedeeld om met elkaar te leren. De managers geven het goede voorbeeld en vragen actief naar feedback. 3. Verwijder he tvakantiebeleid en de reis- en onkosten goedkeuring Wanneer je met volwassen mensen werkt, de beste op de markt, waarom zou je ze dan inbinden door allerlei regels op te stellen die creativiteit verminderd? Je hoeft bij Netflix geen goedkeuring te vragen voor je vakantiedagen, je hebt geen maximaal aantal vakantiedagen. Je bent vrij om dit zelf wijs in te vullen zodat je collega's of het bedrijf hier geen onnodig last van hebben. Het risico dat je loopt is dat mensen uit angst voor het verliezen van hun plek, weinig vakantie nemen. Dit poberen ze te voorkomen door zelf als leiders het goede voorbeeld te geven en regelmatig verhalen over de vakantie te delen. Reis- en onkostenvergoeding werkt op ongeveer dezelfde manier, maar de regels om ervoor te zorgen dat fraude wordt voorkomen is duidelijk. Wanneer de financiële mensen iets vinden van fraude in je declaraties dan sta je direct op straat, je krijgt geen tweede kans. Je dient gelijk als voorbeeld voor de rest van het bedrijf en dit wordt gedeeld met iedereen. De dreiging die hierin doorklinkt kan zorgen voor een onveilig gevoel. Een veilig gevoel is een belangrijke voorwaarde voor welzijn in je werk. 4. Betaal de top van de arbeidsmarkt Wil je de beste mensen aantrekken en behouden dan moet je ze goed betalen. Ook wanneer ze eenmaal in dienst zijn geef je ze geen vast percentage loonsverhoging op basis van een beoordelingsgesprek.

Erin Meyer is the co-author of No Rules Rules: Netflix and the Culture of Reinvention, which she co-authored with Reed Hastings, the founder and CEO of Netflix. She is also the author of The Culture Map and a professor at INSEAD. For the book, No Rules Rules, Erin spent a lot of time observing the corporate culture inside of Netflix, she interviewed employees, and got first hand stories of how the company values started from Reed himself. Netflix definitely has a unique culture and an interesting way to give employees freedom. While not every company can use their method of autonomy, there are lessons we can all learn from how they operate. What led Erin to write No Rules Rules Erin's first book, The Culture Map, came out in 2014 and it dove into the topic of how people of different backgrounds and cultures can work together harmoniously and effectively. The book really took off over the next few years and in 2016 Erin received an email from a fellow Peace Corps volunteer who was interested in learning more about her book and how to implement the method in his own company. That person was Reed Hastings, the co-founder and co-CEO at Netflix. So Erin went in to help Netflix get ready for their international expansion and while she was there she became fascinated with the company's culture because it was so strange and unique. “I conducted a big research project, I interviewed about 200 employees at Netflix, and I spent a lot of time with Reed himself, trying to understand what it was about this organizational culture that was breeding so much innovation and flexibility in the company. And then what it was that other business leaders around the world or even just team leaders could learn from this company about how to be more innovative and flexible themselves. And that's what we wrote the book [No Rules Rules] about.” Why the culture at Netflix is so different When asked what her first impressions were of the Netflix culture when she first started, Erin admits she was a bit “startled” by it and there were some things that initially concerned her. One example of something that concerned her was one of the slides in the Netflix culture deck which said, “adequate performance gets a generous severance”. Erin says, “It concerned me because at INSEAD where I teach, there had been, there was so much talk, and still today, of course, about the idea of focusing exclusively on psychological safety in a workplace. I just didn't understand how an organization today could be running around, not make your employees feel safe, but tell your employees if they're not excellent, they're out.” But even though it initially concerned Erin, it also was intriguing and a bit refreshing to see a company be so blunt about what it was going to be like to work there. So many companies tell potential new hires wonderful stories about what it's like to work at the company, things they think people want to hear. It's a great work environment, you'll love everyone you work with, the work is exciting and engaging, and you won't ever get burned out. That's what they'll say when the person is interviewing for the job, but then once they start they find out that people are backstabbing each other, it's a toxic work environment, they are expected to work 60+ hours a week, and they are doing boring, monotonous tasks. To see a company really be blunt and open about what the culture is actually like is extremely rare. So even though the wording may sound harsh, anyone who applies for Netflix knows up front it's going to be hard work and you will have to bring your best self every day, and that may not be for everyone. “I was so tired, just so sick of looking at corporate cultures or people who worked at companies who said what their corporate cultures were and then say, Oh, it's about integrity and respect and excellence. You know, there's nothing wrong with saying that your organization values respect, it's just that there's no good credible option to respect right? No company would run around saying they value disrespect, or that they value corruption. And I think that was actually one of my really overarching learnings to this research, was that if you really want to articulate a corporate culture that means something, that takes a root and impacts the way your employees are behaving, that you really want to avoid speaking in absolute positives, like integrity or respect, that have no good opposite option. And instead, focus on the tensions or the dilemmas that your employees are facing on a day to day basis.” We are a team, not a family Another way Netflix goes against the grain is in the methodology behind their corporate culture. Their mindset is, we are a team, not a family. And we're not just a regular team, we are an Olympic team. We work together, we have cohesion and teamwork, but there's no job security. When you get hired for a certain position you are there for as long as you are the best person for that job, but when you are no longer the best person for the job you will be replaced by someone else who is. As Erin shares, in the Industrial Era most of the time employment was for life, so you really were a family. But now, with the increasing pace of change and uncertainties that is no longer the case, we can't have teams where we can't easily move people on and off. This may seem harsh, and it's definitely not for everyone, but employees who work for Netflix opt into that work environment. They know up front what it will be like and what is expected of them. And if they accept the job they know they will get paid well, they will get to work on some amazing projects, they will have exceptional co-workers, etc… How Reed came up with the Netflix culture foundation There are three main pillars that make up the Netflix culture and allow the leaders there to give employees freedom. And these three things came from the experience Reed had at the first company he opened, Pure Software. Because Pure Software was a small entrepreneurial startup they operated without formal processes and policies. Everyone was expected to use their best judgement and make good decisions for the company, which worked when they first started with a small team. People enjoyed working there, they had freedom, there was a lot of creativity and innovation. But then the company began to grow quite quickly. And as the company grew--from a handful of people to 1,000--people started to do stupid things and took advantage of the freedom they were given. There was no policy against having dogs at work, so one woman started bringing her dog in every day and he would chew through the carpets. Another employee who had to travel for work decided because there wasn't a policy about travel he would start flying first class all the time. Because this was still a fairly new company, they didn't have a lot of extra money, so these things people kept doing really hurt the company and frustrated Reed. So he sat down with HR and wrote an employee handbook to address all these issues. But as they implemented these rules and policies something else happened--the creative people started leaving and innovation slowed down. Erin says it got so bad Reed had to sell the company. So when Reed opened up Netflix he went in with two guiding principles--employee freedom breeds innovation and process kills organizational flexibility. But he was also worried that if he didn't have some policies in place the organization would descend into chaos. So he had to figure out how to give freedom without processes and policies. The three pillars of Netflix culture As Reed was figuring out what to do with the culture at Netflix he realized that in most organizations most of the procedures and policies are put into place to deal with medium to poor employees. So if you could get a culture that was made up of only top employees then you could give them a lot more freedom. And then you also have a culture with a lot of candid feedback so that employees could feel secure speaking up if and when someone did take advantage of the freedom. So Reed came up with three pillars that are still used inside of Netflix to create a culture of freedom, creativity, and innovation. They are: Talent Density--In order to give freedom without limits and policies you need a high performing team and you can't let middle performers hang around. Leaders perform regular “keeper test” exercises with employees. If that employee came to you today and said they were leaving, how hard would you fight to keep them? If you wouldn't fight or if you would feel a bit relieved, then they aren't the right person for the role. Candor--The leaders inside Netflix encourage a lot of candid feedback. The key is having some guidelines to the feedback and Erin shared the four A's--Aim to assist, it has to be actionable, show appreciation, accept or decline. Everyone provides feedback--employees to leaders, leaders to employees, and employees to coworkers. Freedom--Once you have talent density and candor, then you are in a position to give freedom. If you want to go on vacation--go, if you need to make a purchase--do it, if you need to make a decision--make it. You are expected to act like an adult and act in the best interest of the company. Instead of using a hierarchical pyramid, Netflix uses a decision making tree with the leaders at the bottom down in the dirt, watering the roots of the company. Now more than ever we need to take a step back to define what it means to be a leader and what great leadership looks like. But this isn't easy to do. In fact, many business leaders struggle with this. You cannot become and build what you don't define. In the PDF you will get a framework you can follow and also see how some of the world's top CEOs define leadership. Click here to get the PDF. Get the latest insights on Future of Work, Leadership and employee experience. http://futureofworknewsletter.com/  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob  

From virtually no spending controls to ‘just take some' vacation, Netflix's innovation has stemmed from a simple set of rules. Erin Meyer uncovers how you can foster a culture of freedom and innovation.  The episode is sponsored by Stitch Fix, an online personal styling service. Shopping for new clothes can be needlessly stressful so why not let Stitch Fix make it easy by doing the work for you so you can spend time doing the things you love instead. Stitch Fix offers clothing hand-selected by expert stylists for your unique size, style, and budget. Every piece is chosen for your fit and your life and it's the easy solution to finding what makes you look and feel your best. Get started today at https://www.stitchfix.com/men?utm_source=timecrafting&utm_content=Podcast&utm_medium=Podcast&utm_campaign=podcast%7Ctruenativemedia%7Cmens%7Cm%7Cfix%7Cpros%7Cweb%7Cus%7C (StitchFix.com/timecrafting) and you'll get 25% off when you keep everything in your Fix! This episode is sponsored by BetterHelp. BetterHelp offers you access to your own licensed professional therapist – all from the comfort of wherever you are. You can arrange weekly video chats or phone calls, text with your carefully curated counsellor, and do so at an affordable price. And anything you share is confidential. I've been using BetterHelp for a while and I am highly impressed. It's been a huge help for me and I know it can be the same for you. Start living a happier life today with BetterHelp. As a listener, you'll get 10% off your first month by visiting https://betterhelp.com/timecrafting (betterhelp.com/timecrafting). Give BetterHelp a try today. This episode is sponsored by Sit Down, Startup, a new weekly podcast from Zendesk. Getting your business off the ground is hard. Find out why customer experience is at the heart of success. The startup's team chats with Zendesk leaders, founders, and CEOs in a coffee-shop style conversation about starting up when the world is upside down. Catch weekly fresh new episodes on Apple, Google, and Spotify. Head over to Sit Down, Startup https://www.zendesk.co.uk/campaign/sitdownstartup/ (here). This episode is sponsored by LinkedIn Jobs. When your business is ready to make that next hire, LinkedIn Jobs can help by matching your role with qualified candidates so that you can find the right person quickly. You can pay what you want and get the first $50 off. Just visit https://linkedin.com/timecrafting (linkedin.com/timecrafting) to get fifty dollars off your first job post. Terms and conditions apply. Erin Meyer is an author and professor at INSEAD Business School, based in Paris. She is most known for writing the book, The Culture Map: Breaking Through the Invisible Boundaries of Global Business. Her work focuses on how the world's most successful leaders navigate the complexities of cultural differences in a multicultural environment. Erin joins the show to share how we can all lead with a culture of innovation. In this conversation, I go through her latest book that she co-authored with Netflix CEO Reed Hastings, No Rules Rules: Netflix and the Culture of Reinvention. Tune in to learn more about what frameworks foster freedom, how a workplace can operate with no policies, and what you can learn from the ‘Keeper Test'. Talking Points The kind of ‘no rules ethos' Netflix follows (05:39) The impact of freedom and how it fosters high density talent (09:14) Having thick skin (12:26) Building a culture of candor and feedback (21:35) The ‘take some' vacation policy (24:37) How to build a culture similar to Netflix (33:28) Quote "Feedback is rarely comfortable but it helps us in incredible ways." Helpful Links https://www.amazon.co.uk/No-Rules-Netflix-Culture-Reinvention/dp/1984877860 (‘No Rules Rules' by Erin Meyer and Reed Hastings) https://www.amazon.co.uk/Culture-Map-Decoding-People-Cultures/dp/1610392760/ (‘The Culture Map' by Erin Meyer) https://erinmeyer.com/...

According to the book No Rules Rules, Netflix's culture is ruthless - both in terms of execution and in the way they treat their employees. In this episode, Sophie Vo, Joakim Achren, and Yours Truly discuss the merits and the challenges of the Netflix culture in a games company setting. We also talk about the pitfalls many companies face as they attempt to introduce pieces of the Netflix culture into their vastly different organizations. Links: Deconstructor of Fun Newsletter Deconstructor of Fun Slack Group Elite Game Developers Rise and Play --- Send in a voice message: https://anchor.fm/deconstructoroffun/message Support this podcast: https://anchor.fm/deconstructoroffun/support

Podcast facilitado por Fernando Moreira: https://www.fernandomoreira.me

In today's episode with Tim Willey, Senior Vice President Commercial Strategy and Operations at ForgeRock you will learn1. What ForgeRock is doing and Tim's tasks as SVP Commercial Strategy and Operations2. How customer centricity and a horizontal skillset drive marketing and sales success of a B2B SaaS business3. How to handle existing churn and measures to prevent it in the first place4. Tim's approach to building a highly efficient cross-functional Marketing, Sales and Customer Success team5. How internal benchmarking and competition can act as valuable employee motivatorsAbout TimTim is a creative thinker and global executive with a proven track record in building and leading teams in marketing and sales, finance, IT and operations. He has over 10 years of experience in the cybersecurity industry and is well versed in cloud-based SaaS/PaaS offerings and transitioning to as-a-service business models. Tim has gained a unique cross-functional perspective by serving in various VP and leadership roles, such as at Symantec and Deloitte. He also serves as a consultant to various startups and non-profits. In his spare time, Tim enjoys running and reading about a variety of topics to never stop learning. About ForgeRockForgeRock®, the leader in digital identity, delivers comprehensive identity and access management solutions for consumers, employees and things to simply and securely access the connected world. With ForgeRock, more than a thousand global customer organizations orchestrate, manage and secure the complete lifecycle of identities, from dynamic access controls, governance, APIs and the storage of authoritative data - consumable in any cloud or hybrid environment. Founded in 2010, the company is headquartered in San Francisco, California, with offices across the globe.About the host SammySammy is Managing Partner and founder of SAWOO. SAWOO helps companies with Social Marketing and Lead Generation to leverage the power of LinkedIn in a sustainable way. No spam, no bots but building real Human 2 Human connections between you and your B2B buyers. Shownotes TimFind Tim on LinkedIn, Twitter or reach out via Tim.willey@forgerock.com Tim's Company ForgeRockTim on "10 Rules for Defining Churn with ForgeRock and Solarwinds | SaaStr Software Community" Tim's book recommendation Hidden Life of Trees by Peter WohllebenTim's favorite Business book: No Rules Rules by Reed Hastings and Erin MeyerTim's favorite business leader: Elon Musk and Nick Mehta 

In this episode of MultifamilyCollective, we discuss a book about Netflix. #multifamily, #multifamilypodcast #propertymanagement, #multifamilycollective, #mikebrewer, #leadership #apartmenthacker #MultifamilyCollectiveiTunes #MultifamilyCollectiveSpotify --- Send in a voice message: https://anchor.fm/mike-brewer/message

Fred déjeune avec la productrice, réalisatrice et autrice Virginie Verrier et la galeriste de Bandy Bandy Céline Lerebourg. On parle de femmes libres, de cinéma, de la Colombie, de réunir tous ses ex dans une pièce, des 15 ans de foot de Fred, de l'odeur des tatouages, de Marinette Pichon, de provoquer des réactions, de l'œuvre d'art de Fred, des galeristes qui galèrent, du hasard qui n'existe pas mais qui fait bien les choses, des conseillers d'orientation et que la règle c'est de ne pas avoir de règles. Un déjeuner émancipé rythmé par des "bruitages" de chien que l'on ne cuisinera pas. Merci au chef Banctel et à l'équipe de la Pagode du Cos.  Learn more about your ad choices. Visit megaphone.fm/adchoices

ต่อกันที่ตอนสองของหนังสือ NO RULES RULES

จากหนังสือ No Rules Rules จะทำงานให้ประสบความสำเร็จต้องเริ่มต้นที่วัฒนธรรมองค์กร

The New York Times bestseller Shortlisted for the 2020 Financial Times & McKinsey Business Book of the Year Netflix cofounder Reed Hastings reveals for the first time the unorthodox culture behind one of the world's most innovative, imaginative, and successful companies

Netflix co-founder Reed Hastings came to believe that corporate rules can kill creativity and innovation. In this episode, Hastings talks about his new book, No Rules Rules, and why for some companies the greatest risk is taking no risks at all. Hosted by Maria Konnikova.

Bedrijfsadviseur Bruno Van de Casteele las dit boek over de bedrijfscultuur van Netflix met veel interesse. Samen met Werner Van Horebeek ontdek je in deze podcast zijn learnings én aanbevelingen voor jou als ondernemer!

呢集係一個不定期既新系列 - 企業觀察室，呢度我會 casual 地分享下我既商業觀點，咁今次既啟發係黎自 Netflix CEO Reed Hastings 所寫既 No Rules Rules，用輕鬆閒聊既方法去分享我既諗法。 ------------ ETF觀察室傳送門：https://etfrh.com/links

Cela faisait longtemps, un épisode pro, donc ! Ce que j'ai retenu du livre de Erin Meyer et Reed Hastings, No Rules rules, dont la traduction française est sortie la semaine dernière.Publié le 10 mars 2021 sur https://www.linkedin.com/pulse/rules-rule-laura-bokobza/?published=t&trackingId=9fGpVsRUjvDPMZoV%2B8y4ew%3D%3DCulture Deck de Netflix : https://fr.slideshare.net/reed2001/culture-1798664/18-18SelflessnessYou_seek_what_is_bestCritique par un "vrai" journaliste" : https://business.lesechos.fr/entrepreneurs/management/0610481306728-le-management-creatif-la-deuxieme-revolution-netflix-342409.php

เชื่อว่าหลาย ๆ ท่านอาจจะเริ่มเบื่อหนังสือ No Rules Rules กันแล้วเพราะนอกจากที่เพจเราจะเป็นที่แรกๆ ที่พูดถึง เรายังพูดถึงบ่อยๆ ด้วย แน่นอนสิ่งที่เราพบคือ เราไม่สามารถที่จะประยุกต์หนังสือนี้มาใช้กับนิสัยแบบไทยเราได้ทั้งหมด โดยเฉพาะหากเรายังไม่ได้ลองมองให้ลึกไปมากขึ้นไปถึงปัจจัยอะไรที่ทำให้วัฒนธรรมองค์กรในแบบ Netlfix ประสบความสำเร็จได้ และสิ่งนั้นกลับเป็นเรื่องที่หนังสือ No Rules Rules เองได้มีการพูดถึงมันน้อยมาก แต่มันกลับเป็นเรื่องสำคัญสำคัญของความสำเร็จนี้ และ Erin Meyer ได้พูดถึงตัวแปรนี้สั้น ๆ ไว้ในบทนำของหนังสือว่า “การสรรหาคนเก่ง ๆ มารวมกันไว้แล้วขู่พวกเขาว่าถ้าทำงานไม่ดีก็จะต้องออกไป เป็นวิธีที่ดีที่สุดแล้วที่จะฆ่าความคิดสร้างสรรค์ และการเกิดนวัตกรรมในองค์กร” เรื่องราวจะเป็นอย่างไรต่อ รับฟังใน EP153 ได้เลย A Cup of Culture ----------- #วัฒนธรรมองค์กร #corporateculture #culture

نتفلیکس و فرهنگ بازآفرینی

Discussing Netflix CEO's thoughts on leadership: - building a high talent density workplace - leading by context - removing unnecessary policies (vacation, spending, travel)

We had a lively discussion about No Rules Rules: Netflix and the Culture of Reinvention by Erin Meyer and Reed Hastings. Some of us loved it. Some not so much. Listen in on how we hash through new ideas and how (and what) we want to implement at Turntide.

EP 925 Book Review No Rules Rules หนังสือเล่มนี้ได้รับความสนใจเป็นอย่างมาก โดยในหนังสือเล่าถึงแนวทางการทำงานของ Netflix ซึ่งเน้นการเลือกเฉพาะคนเก่ง การให้ Feedback และ การลดการควบคุมลง ผมนำมาสรุปเป็น 10 ข้อคิดที่ผมได้จากการอ่านหนังสือเล่มนี้ ลองฟังกันได้ เผื่อเป็นประโยชน์ครับ

Reed Hasting กล่าวในหนังสือเล่มดังของเขาว่า "หากคุณกำลังส่งเสริมวัฒนธรรมแห่งความจริงใจในทีมคุณต้องกล้ากำจัดสิ่งที่ไม่เอาไหนออกไป หลายคนอาจคิดว่า "คนๆนี้ยอดเยี่ยมมากเราขาดเขาไม่ได้ " แต่หากมันเป็นเหตุให้คุณไม่สามารถสื่อสารกันแบบตรงๆได้ ต้นทุนของการมีคนๆนี้จะสูงเกินไป การให้ Feedback เป็นศิลปะที่ละเอียดอ่อน หนังสือ "No Rules Rules" ไม่เพียงชี้ให้เห็นถึงความยากในการนำไปใช้ แต่ยังให้แนวทางในการที่ Netflix พยายามจัดการกับงานศิลปะชิ้นนี้ A Cup of Culture ----------- #วัฒนธรรมองค์กร #corporateculture #culture

Richard J. Bosner, also known as Rick, produced the politically-charged true story Fruitvale Station starring Octavia Spencer and Michael B. Jordan which received the Sundance Film Festival U.S. Grand Jury Prize in the Dramatic category and the Sundance Audience Award, U.S. Dramatic, presented by Acura along with 44 nominations/wins during the 2013 Awards Season. Bosner also produced Nick Sandow's The Wannabe starring Patricia Arquette, with Executive Producers, Dean Devlin and Martin Scorsese. In the summer of 2015 he executive produced Other People starring Molly Shannon and Jesse Plemons which was the opening night film at the 2016 Sundance Film Festival. Bosner was honored as one of the LATINX 2019 Trail-Blazing producers. He is currently in post-production on Axelle Carolyn's horror feature Crones with Blumhouse TV and Amazon Studios. He also Produced the dramatic thriller, BlackBear, starring Aubrey Plaza and directed by Lawrence Michael Levin which premiered at Sundance Film Festival 2020. Follow him on Instagram https://www.instagram.com/rickbosner/ Check out his production company: https://bluecreekpictures.com/ Brave Faves from our live chat with producer Richard J. Bosner were impossible burgers, @krystinawrayjackson faved Marvel 616, and the movie Antebellum and @TonyGapastione faved the book: No Rules Rules by Reed Hastings, founder of @netflix. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/bravemaker/support

คัมภีร์ Innovation ที่ผู้บริหารไม่ค่อยมีเวลาควรอ่าน

Today we are both reflecting on the top 3 moments that have had an impact on our lives, and shaped who we have become today. This was a fun exercise, and led to some interesting revelations that we share. Our hope is that this one prompts you to do the same! You may be surprised by just how much something your past experiences contribute to the life you lead today. No Rules Rules

Episodio 27. Como les mencioné en el episodio anterior. Netflix es una compañía que hoy tiene mucho peso en la industria del entretenimiento. Para el 2019 ya su película Roma había sido nominada como mejor película y ganó tres Oscars. De ser una compañía de rentas de videos por email con solo cien empleados y mil subscriptores, hoy en dia sobrepasan los 167 millones de subscriptores y están en 190 países y territorios. Impresionante, ¿ah? Pero ya conoces lo impresionante que es la empresa. Es obvio, de solo escuchar el intro de Netflix ya sabes que es netflix. Pero qué tal si nos vamos más allá y entramos al mundo de Netflix como empleo. De eso es lo que trata el libro No Rules Rules vamos allax. Sígueme en las redes y dále Subscribe: Instagram // Facebook // Twitter // YouTube Mas información: www.highlightthispodcast.com --- Send in a voice message: https://anchor.fm/highlightthis/message Support this podcast: https://anchor.fm/highlightthis/support

隨著公司茁壯，大多數公司往往會制定更多規則和作業流程。網飛反而背道而馳，為了促進靈活彈性、提升員工自由度和創新能力，他們努力打造規則更少而非更多的企業文化。

隨著公司茁壯，大多數公司往往會制定更多規則和作業流程。網飛反而背道而馳，為了促進靈活彈性、提升員工自由度和創新能力，他們努力打造規則更少而非更多的企業文化。

On this episode of the Defence Deconstructed Podcast, David Perry is joined by Australia's Ministry of Defence Ms. Celia Perkins and Air Vice Marshal Steven Roberton to explore the country's 2020 Defence Update and Force Structure. Participant Bios: - Ms. Celia Perkins is First Assistant Secretary, Strategic Policy, at the Australian Ministry of Defence. - Air Vice Marshal Steven Roberton is the Head of Force Design for the Australian Defence Forces. Host Bio: 

- Dave Perry (host): Senior Analyst and Vice President with the Canadian Global Affairs Institute (www.cgai.ca/david_perry) R&R - Reed Hastings and Erin Meyer, No Rules Rules (https://www.penguinrandomhouse.com/books/606529/no-rules-rules-by-reed-hastings-and-erin-meyer/) - Pema Chodron, When Things Fall Apart: Heart Advice for Difficult Times (https://pemachodronfoundation.org/product/when-things-fall-apart-book/) - Bill Bryson, A Short History of Nearly Everything (https://www.penguinrandomhouse.ca/books/20549/a-short-history-of-nearly-everything-illustrated-edition-by-bill-bryson/9780385663557) - Paulo Coelho, The Alchemist (https://www.amazon.ca/dp/B00U6SFUSS/ref=dp-kindle-redirect?_encoding=UTF8&btkr=1) Recording Date: 22 Sep 2020 Defence Deconstructed is part of the CGAI Podcast Network and is brought to you by the Canadian Association of Defence and Security Industries (CADSI). Follow the Canadian Global Affairs Institute on Facebook, Twitter (@CAGlobalAffairs), or on LinkedIn. Head over to our website at www.cgai.ca for more commentary. Produced by Charlotte Duval-Lantoine. Music credits to Drew Phillips

The co-chief executive of the video-streaming firm is out with a new book, “No Rules Rules.” Hastings zoomed in with Jennifer Saba to discuss Netflix's unorthodox approach to management – like unlimited vacation – and how it sets up the company nicely in a post-Covid world. See acast.com/privacy for privacy and opt-out information.