Feedback At Netflix: 4 Powerful Guidelines
Netflix - one of the pioneers on our Bucket List - is known for doing things differently: not just revolutionizing the entertainment business, but also by experimenting with radical management principles. The most eye-catching are its famous culture deck, the unlimited vacation policy, and the 5-word expense policy "Act in Netflix's best interest". Even more powerful than these 'exotic' practices is how they give and receive feedback.
I recently read "No Rules Rules" by Netflix CEO Reed Hastings and Erin Meyer, business school professor and author of "The Culture Map". It is a great read on organization culture and how Netflix fosters one of honesty, trust, and responsibility. Highly recommended!
I especially loved the parts on candid feedback. Having visited many workplace pioneers over 5 years, we have seen how powerful this can be. Equally, it is one of the toughest aspects of building a progressive culture.
In most companies the most valuable feedback is never given.
Many people struggle to give helpful feedback. They find it hard to be critical because they are afraid of hurting the other person. To stay friends, team members keep the tough feedback to themselves. The result? The most valuable feedback is never given.
But there is another pitfall in giving feedback.
Selflessly candid or a brilliant jerk?
Reed Hastings: "If you are promoting a culture of candor on your team, you have to get rid of the jerks. Many may think ‘This guy is so brilliant; we can't afford to lose him’." But it does not matter how brilliant your jerk is, if you keep him in the team you cannot benefit from candor. The cost of jerks on effective teamwork is too high. Jerks are likely to rip your organization apart from the inside. And their favorite way to do that might be to stab their colleagues in the front and then say "I was just being candid."
Giving feedback is a delicate art. A good thing about "No Rules Rules" is that it does not just point out difficulties. It also provides guidelines on how Netflix is trying to master the art.
4A feedback guidelines
They summarize it in an '4A format'. I know, corny as hell, but do not be put off by the name. The content is great.
- Aim to assist: Feedback must be given with positive intent. Giving feedback in order to get frustration off your chest, intentionally hurting the other person, or furthering your political agenda is not tolerated. Clearly explain how a specific behaviour change will help the individual or the company, not how it will help you. “The way you pick your teeth in meetings with external partners is irritating” is wrong feedback. Right feedback would be, “If you stop picking your teeth in external partner meetings, the partners are more likely to see you as professional, and we’re more likely to build a strong relationship.”
- Actionable: Your feedback must focus on what the recipient can do differently. Wrong feedback to me in Cuba would have been to stop at the comment, “Your presentation is undermining its own messages.” Right feedback was, “The way you ask the audience for input is resulting in only Americans participating.” Even better would have been: “If you can find a way to solicit contributions from other nationalities in the room your presentation will be more powerful.”
- Appreciate: Natural human inclination is to provide a defense or excuse when receiving criticism; we all reflexively seek to protect our egos and reputation. When you receive feedback, you need to fight this natural reaction and instead ask yourself, “How can I show appreciation for this feedback by listening carefully, considering the message with an open mind, and becoming neither defensive nor angry?”
- Accept or discard: You will receive lots of feedback from lots of people while at Netflix. You are required to listen and consider all feedback provided. You are not required to follow it. Say “thank you” with sincerity. But both you and the provider must understand that the decision to react to the feedback is entirely up to the recipient.
Following these guidelines is not easy. It requires serious practice. But the potential is huge. Quality feedback is fundamental to a more progressive way of working.
For more on the streaming service's way of working, check an earlier post how Netflix ditched the traditional annual performance review.
What are your main tips when it comes to giving feedback? Any reflections on the 4A format? I am curious to hear your thoughts and experiences.
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The book in itself and the 4A approach to Feedback is remarkable.
Like many parts in the book, I also agree with the "cost of jerks" statements.
The question for me remains on how eventually to implement these powerful practices in very traditional and culturally influenced companies such as for example companies in Asia or Middle East where the country culture has a predominant role in all what happens in a company.
It's an interesting approach to conflict resolution and in theory should work. I wonder how many people are given the mindset or confidence to do this right (given thousands work there).
One step I would say is missing, is listening. Having been on the Tuff Leadership course recently, they say the most difficult part of the process is actually listening to the person you're giving feedback to (what is their opinion / how do they see it etc.).
Of course, that would be more geared to feedback on negative personality behaviours or traits.
@Georg, you refer to Asian countries in your comment above about feedback. In all countries feedback is given, only in a different way. It is good to learn about these different ways when you are working/negotiating/etc. with people from different cultural background. You could read the book "Culture Map" from Erin Meijer, in which she explains all these topics from different cultural backgrounds.
It's all amazing but one aspect of it, if I may.
Once a Jerk, always a Jerk?
How does one become a Jerk, and can one un-jerk somehow?
When we label a Jerk as such, disriguarding everything around him, we fall again to individualistic world view instead of a systemic one.
Jerks, as they are called here, bring conflict the wrong ways, in organizations. I would suggest to have feedback frameworks, but then to add conflict resolution ones as well, as a means of correcting our Jerk tendencies.
On the Corporate Rebels' Bucket List there are about five male rebels for each female one. No judgement here, just an observation. There are some intuitive explanations for this. Women might be less innovative in the workplace, or there are few female CEOs, or female leaders are reluctant to speak about their initiatives.
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