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  • Nadia Zelenkovahas quoted2 years ago
    s critical that your employees are continually hearing about the failed bets of others, so that they are encouraged to take bets (that of course might fail) themselves
  • Nadia Zelenkovahas quoted2 years ago
    TAKEAWAYS FROM CHAPTER 6
    In a fast and innovative company, ownership of critical, big-ticket decisions should be dispersed across the workforce at all different levels, not allocated according to hierarchical status.
    In order for this to work the leader must teach her staff the Netflix principle, “Don’t seek to please your boss.”
    When new employees join the company, tell them they have a handful of metaphorical chips that they can make bets with. Some gambles will succeed, and some will fail. A worker’s performance will be judged on the collective outcome of his bets, not on the results from one single instance.
    To help your workforce make good bets, encourage them to farm for dissent, socialize the idea, and for big bets, test it out.
    Teach your employees that when a bet fails, they should sunshine it openly.
  • Nadia Zelenkovahas quoted2 years ago
    If you’re serious about talent density, you have to get in the habit of doing something a lot harder: firing a good employee when you think you can get a great one.
  • Nadia Zelenkovahas quoted2 years ago
    If we are going to be a championship team, then we want the best performer possible in every position. The old notion is that an employee has to do something wrong, or be inadequate, to lose their job. But in a pro, or Olympic, sports team, the players understand the coach’s role is to upgrade—if necessary—to move from good to great.
  • Nadia Zelenkovahas quoted2 years ago
    the Keeper Test is real and all our managers at all levels in the company use it consistently. I tell my bosses, the board of directors, that I should be treated no differently. They shouldn’t have to wait for me to fail to replace me. They should replace me once they have a potential CEO who is likely to be more effective. I find it motivating that I have to play for my position every quarter, and I try to keep improving myself to stay ahead
  • Nadia Zelenkovahas quoted2 years ago
    ach time we let go of someone, we offer several months’ salary (from four months for an individual contributor to nine months for a vice president). That’s why we say:
    ADEQUATE PERFORMANCE GETS A GENEROUS SEVERANCE
  • Nadia Zelenkovahas quoted2 years ago
    n order to encourage your managers to be tough on performance, teach them to use the Keeper Test: “Which of my people, if they told me they were leaving for a similar job at another company, would I fight hard to keep?”
    Avoid stack-ranking systems, as they create internal competition and discourage collaboration.
  • Nadia Zelenkovahas quoted2 years ago
    For a high-performance culture, a professional sports team is a better metaphor than a family. Coach your managers to create strong feelings of commitment, cohesion, and camaraderie on the team, while continually making tough decisions to ensure the best player is manning each post.
    When you realize you need to let someone go, instead of putting him on some type of PIP, which is humiliating and organizationally costly, take all that money and give it to the employee in the form of a generous severance payment.
    The downside to a high-performance culture is the fear employees may feel that their jobs are on the line. To reduce fear, encourage employees to use the Keeper Test Prompt with their managers: “How hard would you work to change my mind if I were thinking of leaving?”
    When an employee is let go, speak openly about what happened with your staff and answer their questions candidly. This will diminish their fear of being next and increase their trust in the company and its managers.
  • Nadia Zelenkovahas quotedlast year
    360 written report is a good mechanism for annual feedback. But avoid anonymity and numeric ratings, don’t link results to raises or promotions, and open up comments to anyone who is ready to give them.
  • Nadia Zelenkovahas quotedlast year
    use the Start, Stop, Continue method with roughly 25 percent positive, 75 percent developmental—all actionable and no fluff.
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