From 600+ conversations with the world’s leading thinkers.
When we show our vulnerabilities, what we are insecure about, we are more transparent in how we lead, this is what unlocks cultures of inclusion, empowerment, agency, and psychological safety. We signal to our team members, 'you can trust me' and as a leader, it is vital we show up more authentically.
The layers of compliance that appear in companies are basically what the company does to protect itself against bad judgement. They build guardrails. At Netflix, we decided to flip that around – rather than building systems to protect ourselves from bad decisions, we built systems of judgement.
Small companies will get an idea and try to scale up. Big companies have to decide when to extend, when to extend and scale, and when to do something new. They need to build capabilities in terms of insight and execution to do the new thing.
On one hand, competitive high-pressure jobs lead executives into many situations that can induce worry and fear (anxiety), hopelessness and despair (depression), and urgency (stress). On the other hand, some people are drawn to high pressure jobs by their adventurous personalities, their ability to tolerate risk, and their motivation for achievement.
I'm also a fighter – I'm fighting to build PFL. I'm all-in on PFL, just like they are. I have the world say my company is no good or won't succeed, just like they deal with negativity and doubters.
We allow firefighters to risk their lives to save others, and we honour them for it. We didn't allow people to test vaccines that way.
You cannot govern a 21st century globalised business with the management style of an 18th century trading firm. In the same way, the modes (and rationale) of governance must be brought up-to-speed with the nature of the citizens they are responsible for.
War teaches you that there are many different types of people, good and bad, and you have to understand that good and evil co-exist, and it's up to you to calculate your way through the world, understanding where people are rooted.
I learned you always have to use the language of the people you want to convince. If you speak to heads of states and corporations about the costs, that will be incurred to protect the environment, they will never invite you again. If you come and speak their language about job-creation and profit, they will welcome you with open arms.
Soup kitchens are good, but they don't prevent homelessness. You can go to volunteer at a soup kitchen every day of the year, and you'll still have homeless people. We wanted to tackle root causes and tackle them globally.
Our strategy is to try and find elements which can create a common ground, a common agenda, which can then build confidence for sides to work together. Often, a common-agenda comes from issues outside the source of the conflict, such as economic and social well-being.
One of the most effective flip-floppers in American history was Abraham Lincoln. How lucky are we that he was willing to change that particular opinion? He stayed true to his values and adjusted his policies to advance those values.