Netflix Continues a Culture of Values Congruence

Netflix spends considerable effort to maintain a culture of values congruence.  By aligning employees actions with their values, Netflix can build what I think is the most effective competitive advantage, a culture of trust.   Its values are action oriented and drive performance management and talent management across the company.

This Netflix slide deck explains how they maintain their culture.  After reading it several months ago, I have recommended it to several friends and colleagues. I didn’t want my faithful readers to miss the benefits, so I have embedded the slides below.

How different would the world be if all employers/managers were this focused on driving results from its teams?

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Yet Another Futile Attempt to Explain Social Media for Non Profits

I love where I work.  Daily, the conversations are challenging, broadening and focused on achieving impressive goals.  As a non-profit, my organization is always looking to take its operations to the next level, especially in terms of engagement with our constituents.  The mission and vision are what drive the passion for so many of my colleagues and volunteers.  Difficult part about it is driving engagement via conversation.  Just yesterday my co-worker sent an email to a few of us at the office helping us tilt our mission and vision toward the conversation and our collective ability to drive it. Check out his amazing thoughts:

Guest Post adapted from an email by Kye Hittle

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You might remember that we threw out the idea of having the entire staff and talented volunteers become “compelling content producers” by way of blog, wiki, etc. That sounds very pie-in-the-sky, but it isn’t and it could offer a part of the solution to one of the immediate problems that we face in the comm arena (content creation). So, I thought maybe a tangible example that hits close to home for you might help.

Imagine you read this article (that came to me via twitter btw) which was just published today. You don’t have to actually read it, the exec summary is that charities often inflate their gifts-in-kind number to get a better rating on charity watchdog websites because it pushes down their cost of fundraising percentage.

The first thing you think is “wow, this reminds me why we are so conservative in our policies and, ya know, there really are some shadeballs out there.” And then “gosh, I hope our donors don’t think WE are like that.”

But, WAIT, how DO they know that we are any different? None of those policies are posted online. We don’t publish them in the annual report. (And even if we did who would ever read boring crap like that anyway?) We kill ourselves adhering to these policies and I betcha that, if surveyed, a bunch of our constituents just assume we are like the rest!  Ugh, we might as well play the game and get the better rating – sure would make our job a lot easier!

That’s not how our organization does things, however. So, you write a blog entry on the website blog linking to the article and going down how our policy handles each point Kathy Kristof levels against us nonprofits. Then you click Post and its done – 15 minutes. Now there’s no magic here – that doesn’t mean every potential donor automatically knows that we are above such shenanigans, but it does IMMEDIATELY put our position out there for the entire world (not just people we have contact info for, mind you, but anyone searching or stumbling across this topic). On top of that, the blog model invites a conversation, so people can say how much they appreciate our approach (sing our praises to the rest of the world for us) or ask further questions (allowing additional education we didn’t even anticipate was needed) or throw out a stupid and incorrect statement (that we can then correct in a public forum cuz you know if one thinks it, there’s a ton more that do too).

Try doing that with a magazine article, annual report or letter – or even a one-on-one phone call with someone that does care enough to call in and get the skinny. The reach would be far less and its a lot harder to refer to in the future when the question comes up again. Plus, when you need content for Foundation Flash or the Foundation e-newsletter, just throw in a blurb and link to your blog post for those that have interest (or didn’t but do now that you’ve brought it up for them). I could go on-and-on about the potential impact of that one simple post, but hopefully that begins to paint a picture.

That’s how it should work. You can probably imagine how this would play out for pretty much any staffer or key volunteer (there would be a ton of different scenarios). I really like thinking of the online content of an organization as its “resume.” Right now ours looks pretty thin and short of hiring someone(s) to beef it up, we’ll remain that way, unless we consider what new media offers.

This is one of the only tech-powered strategies that I would even consider at this early stage if I was in your shoes. Of course start small. What’s the cost? Staff/volunteer training, blog software (free, but there’s some setup), a shared strategy for what messages need to be advanced, strategy on one blog vs multiple. Are we ready for all that now? Probably not, but I’d say it should be in the consideration hopper. It just occurred that we can talk tools or theory, but a story would most likely be the best educator – hope it helped. Come hang out with Joe and I for an hour in that world and we’ll really blow your mind!

-Kye

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Now, the theme of this post is the response from YOU and the ensuing conversation, so both Kye and I would love to see your thoughts on this.  Please leave a comment and let us know what you think of this example and the start of a new more conversational and listening focused strategy.

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Strategy to Engage a Community

via dklimke on flickr

via dklimke on flickr

Whether your community is your co-workers, employees, or the group of people you interact with online, success is directly correlated to the strategy in place to achieve engagement.

At school teachers give you a syllabus.  They provide the “what to do” to learn what you need to.  In the real world, we must create our own syllabuses to drive results.  Here is the syllabus I follow to get results with my communities:

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  1. Have a Plan – Put the Who, What, Where, When, Why and How on paper.  Make the Why answer drive the other answers.  The Why is the keystone for the entire plan.  Crafting a great How based on a community focused why is what makes marketing authentic.
  2. Execute/Engage – Don’t just talk about it!  Go do it!
  3. Listen – Put your ear to the router.  Put yourself in the feedback loop so you can actually hear the positive and negative conversations about your engagement. And don’t forget to ask for feedback as well!  People want you to improve!
  4. Adjust – Take the feedback seriously.  Go back to your plan and make changes to ensure your plan aligns to your goals and the feedback you received.  Communicate this feedback loop to the community.  Create a conversation about the feedback and start the changes to the plan, accept your shortcomings publicly: truth and understanding is the foundation of healthy relationships.
  5. Execute/Engage – When we adjust our actions, it is easy to feel like efforts to engage the community have failed.  Feelings of failure often lead to quitting.  DON’T DO IT! If we listen and care about our new relationships, we can care enough to improve.

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Fred Wilson on Social Recruiting: A Guide for the Recruiter and the Recruited

Fred Wilson at Union Square Ventures has a way with explaining how he approaches business.   In his most recent presentation, he explains how he is intentional about how he uses the Internet to do what he calls “Social Recruiting.”

What is “Social Recruiting?”

Social Recruiting is the process of using “social” websites to obtain and research candidates for a job opening.  The use of the term social is optional.

Building teams based on trust is one of the most essential parts of running any business and this presentation on social recruiting is important for those searching for jobs and those with jobs to fill.  Both the recruiter and the recruited can use the Internet for finding your next coworker or next employer.  Fred provides this excellent presentation to prove that point.

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The Most Effective Competitive Advantage

I’d like to think that most of you are people who pour their hearts into all that you do. If I could be so bold, I’d classify myself right there beside you. Its people like us who spend a majority of our day working to improve the world around us. My recent efforts have lead me to question just what part of my business would be the most effective competitive advantage.

My answer:  The ability for an organization to build and maintain trust.

It leads to effectiveness, it creates freedom for innovation, it enables relationships to flourish – it is the basis for building solid businesses.

Kotter and Cohen, authors of The Heart of Change, point to trust as a foundation for a team to see, feel and execute change.  Also, one of the Five Dysfunctions of a Team is the absence of trust. Even though many people see it as foundational, it seems as though trust slips away from us through the inevitabilities of business life:  layoffs, restructuring, lack of funding, poor investments, poor hires, there are too many to name.

At the Catalyst Conference, Andy Stanley presented about trust as a foundation of organizational culture.  He provided a functional way for how you and I can begin to establish trust in our organizations.  I reproduce them here so you won’t miss out on these great ways to lead others to establish trust:

“To develop a culture of trust, leaders must be trustworthy. Worthy of trust does not mean perfect. It means when I create a gap where your expectations don’t line up with the experience I give you, I talk to you about it.

5 Essential Commitments of Trust

  1. I will believe the best.
  2. When other people assume the worst about you, I will come to your defense.
  3. If what I experience begins to erode my trust, I will come directly to you to talk about it.
  4. When I am convinced I will not be able to deliver on a promise, I will come to you ahead of time.
  5. When you confront me about the gaps I’ve created, I will tell you the truth.

The gaps are the opportunities… the gaps are the litmus test… for you to choose what culture you will have.

Questions to Ask

  1. Are there people in your organization you have a hard time trusting.
  2. Is it your issue or is it theirs? (if you have never chosen to trust it is still your issue)
  3. What can you do about your part?
  4. What do you need to address with them about their part?
  5. Who do you sense having a difficult time trusting you?
  6. Why?
  7. What can you do about it?

If you choose to trust, you will create an organization that is more nimble and effective.”

Its not easy to create this trust, but it sure does challenge me and push me to the next level.  I’ll be asking  myself these questions to become more intentional about building trust.  What do you do to develop trust in your relationships?  Buy people coffee?  Take them to the doctor when they need their wisdom teeth pulled?

I’d love to hear how you intentionally build trust into your relationships, leave a comment and lets get the ideas flowing.

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