ABOUT THE SPEAKER
Patty McCord - Author, maven
Patty McCord served as chief talent officer of Netflix for 14 years and helped create the Netflix Culture Deck. Since it was first posted on the web, the Culture Deck has been viewed more than 15 million times, and Sheryl Sandberg has said that it "may be the most important document ever to come out of Silicon Valley."

Why you should listen

Patty McCord participated in IPOs at Netflix and, before that, Pure Atria Software. A veteran of Sun Microsystems, Borland and Seagate Technologies, she has also worked with small start-ups. Her background includes staffing, diversity, communications and international human resources positions.

Currently, McCord coaches and advises a small group of companies and entrepreneurs on culture and leadership. She also speaks to groups and teams around the world. Her book Powerful: Building a Culture of Freedom and Responsibility was published in January of 2018.

More profile about the speaker
Patty McCord | Speaker | TED.com
The Way We Work

Patty McCord: 8 lessons on building a company people enjoy working for

帕蒂·麦考德: 建立一家员工满意度高的公司的8个经验

Filmed:
2,214,283 views

大多数公司都有一系列政策::法定假期、旅行指南、标准工作时间、年度目标。但是,当一个公司看起来更值得信任而非总是处处控制时,会发生什么呢?网飞公司(Netflix)前首席人才官帕蒂·麦考德(Patty McCord)是一位标志性人物,她与我们分享了促使她把这本公司手册扔出窗外的关键洞见。
- Author, maven
Patty McCord served as chief talent officer of Netflix for 14 years and helped create the Netflix Culture Deck. Since it was first posted on the web, the Culture Deck has been viewed more than 15 million times, and Sheryl Sandberg has said that it "may be the most important document ever to come out of Silicon Valley." Full bio

Double-click the English transcript below to play the video.

00:00
HRHR jargon行话 makes品牌 me crazy.
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人力资源术语让我抓狂。
我们必须得用这些愚蠢的首字母缩写
00:02
We have to have all these stupid acronyms缩略词
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来表达一些无人能理解的术语,
如:OKRs和PIPs。
00:04
that describe描述 things that nobody没有人
understands理解: OKRsOKRs and PIPs点子.
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我认为我们能够像普通人那样,
00:08
I think we can run our businesses企业
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00:09
by just talking to each other
like regular定期 human人的 beings众生.
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通过常规对话就能运营企业。
00:12
We might威力 actually其实 get more doneDONE.
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这样一来我们的效率会更高。
【我们的工作方式】
00:13
[The Way We Work]
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00:18
I really always wanted to be
an HRHR professional专业的,
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我一直都想成为人力资源专家,
我希望我能够说管理语言。
00:20
I wanted to be able能够 to speak说话
the language语言 of management管理.
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你知道我在那么长的时间里
都学到了些什么吗?
00:23
And you know what I've learned学到了
after all this time?
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没有一样是重要的。
00:26
I don't think any of it matters事项.
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00:27
There's all kinds of things
that we call "best最好 practices做法"
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到处充斥着我们称之为“最佳实践”,
却根本不是最佳实践的东西。
00:30
that aren't best最好 practices做法 at all.
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我们如何知道这是最佳?
我们又没法评估。
00:32
How do we know it's best最好?
We don't measure测量 this stuff东东.
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00:35
In fact事实, I've learned学到了
that "best最好 practices做法" usually平时 means手段
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事实上,我的经验告诉我,
“最佳实践”通常意味着
00:38
copying仿形 what everybody每个人 else其他 does.
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照搬别人的做法。
我们的世界在不断地变化和发展。
00:40
Our world世界 is changing改变
and evolving进化 all the time.
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这里有一些经验可以帮助你来适应。
00:43
Here are some lessons教训 to help you adapt适应.
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经验1:你的员工是成年人。
00:45
Lesson one: Your employees雇员 are adults成年人.
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00:47
You know, we've我们已经 created创建 so many许多 layers
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我们建立了这么多的员工阶层
和如此多的流程与准则
00:50
and so many许多 processes流程
and so many许多 guidelines方针
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00:52
to keep those employees雇员 in place地点
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来让员工按部就班地工作,
导致我们的体制
把员工当做孩子来看待。
00:54
that we've我们已经 ended结束 up with systems系统
that treat对待 people like they're children孩子.
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00:58
And they're not.
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但他们不是孩子。
每天这些发育完全的
成年人走进公司。
00:59
Fully充分 formed形成 adults成年人
walk步行 in the door every一切 single day.
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他们有房租要交,
他们有各自的义务,
01:02
They have rent出租 payments支付,
they have obligations义务,
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01:04
they're members会员 of society社会,
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他们是社会的一员,
他们想在世界上创造不同寻常的事物。
01:06
they want to create创建
a difference区别 in the world世界.
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01:08
So if we start开始 with the assumption假设
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如果我们抱着每一个来工作的人
都是为了做得出色的想法,
01:10
that everybody每个人 comes to work
to do an amazing惊人 job工作,
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你会惊讶于所得到的结果。
01:12
you'd be surprised诧异 what you get.
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经验2:管理工作不是去控制员工,
01:14
Lesson two: The job工作 of management管理
isn't to control控制 people,
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而是打造出色的团队。
01:17
it's to build建立 great teams球队.
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当管理者打造了出色的团队时,
你会通过以下几点知晓。
01:18
When managers经理 build建立 great teams球队,
here's这里的 how you know it.
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01:22
They've他们已经 doneDONE amazing惊人 stuff东东.
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他们做了很多了不起的工作。
01:23
Customers顾客 are really happy快乐.
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顾客真的很满意。
01:25
Those are the metrics指标 that really matter.
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这些才是真正重要的衡量标准。
而不是这些标准:“你今天准点上班吗?”
01:27
Not the metrics指标 of:
"Do you come to work on time?"
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01:30
"Did you take your vacation假期?"
"Did you follow跟随 the rules规则?"
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“你休假了吗?”,
“你有没有遵守员工守则?”
“你请示过了吗?”
01:33
"Did you ask for permission允许?"
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经验3:人们想做有意义的工作。
01:34
Lesson three: People want to do work
that means手段 something.
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他们做完后,理应自由决定
下一步要做什么。
01:37
After they do it,
they should be free自由 to move移动 on.
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职业是一场旅行。
01:40
Careers职业 are journeys旅程.
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01:41
Nobody's没有人的 going to want to do
the same相同 thing for 60 years年份.
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没人想要60年做同样的事情。
所以为了留住人才而留住人才
01:44
So the idea理念 of keeping保持 people
for the sake清酒 of keeping保持 them
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01:47
really hurts伤害 both of us.
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其实是两败俱伤。
反之,如果我们创建的公司
都是很棒的地方呢?
01:49
Instead代替, what if we created创建 companies公司
that were great places地方 to be from?
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01:53
And everyone大家 who leaves树叶 you
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这样每一个离开公司的人,
不仅会成为你的产品大使,
01:55
becomes an ambassador大使
for not only your product产品,
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01:58
but who you are and how you operate操作.
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还能够宣扬你和你的运营理念。
02:00
And when you spread传播 that kind
of excitement激动 throughout始终 the world世界,
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当你把这种兴奋之情传遍全世界时,
02:04
then we make all of our companies公司 better.
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我们就会让所有的公司变得更好。
经验4:你公司的
每个员工都应该懂业务。
02:07
Lesson four: Everyone大家 in your company公司
should understand理解 the business商业.
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02:11
Now, based基于 on the assumption假设
that we've我们已经 got smart聪明 adults成年人 here,
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假设我们这里都是聪明的成年人,
02:14
the most important重要 thing we can teach them
is how our business商业 works作品.
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我们可以教会他们的最重要事情
就是我们的业务如何运作。
02:17
When I look at companies公司
that are moving移动 fast快速,
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当我看那些发展很快的公司时,
他们真是非常创新,
02:19
that are really innovative创新
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02:21
and that are doing amazing惊人 things
with agility敏捷 and speed速度,
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能灵活迅速地做出令人惊艳的产品,
02:25
it's because they're collaborative共同.
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因为他们是互相协作的。
02:27
The best最好 thing that we can do
is constantly经常 teach each other what we do,
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我们可以做的是不断告诉彼此
我们在做什么,
我们看重什么,评估什么,什么是美德,
02:32
what matters事项 to us, what we measure测量,
what goodness善良 looks容貌 like,
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这样我们就能朝着同样的目标努力。
02:36
so that we can all drive驾驶
towards achieving实现 the same相同 thing.
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经验5:公司的每个员工
都有权知道真相。
02:39
Lesson five: Everyone大家 in your company公司
should be able能够 to handle处理 the truth真相.
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你知道为什么人们总说给反馈很难?
02:43
You know why people say
giving feedback反馈 is so hard?
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因为他们都没有实践。
02:46
They don't practice实践.
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02:48
Let's take the annual全年 performance性能 review评论.
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我们来看看年度绩效考核。
在你的一生中,你还做过
哪些一年只做一次,
02:50
What else其他 do you do in your whole整个 life
that you're really good at
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02:53
that you only do once一旦 a year?
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还做得很棒的事情?
02:55
Here's这里的 what I found发现:
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这是我发现的:
02:56
humans人类 can hear anything if it's true真正.
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如果一件事是真实的,
人们都会乐意去倾听。
02:59
So let's rethink反思 the word "feedback反馈,"
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所以让我们重新思考“反馈”这个词,
03:03
and think about it as telling告诉 people
the truth真相, the honest诚实 truth真相,
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把它想成告诉人们真相,诚实的真相,
在他们做对了什么
03:08
about what they're doing right
and what they're doing wrong错误,
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03:11
in the moment时刻 when they're doing it.
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又做错了什么,
你刚做了件出色的工作,喔!
03:12
That good thing you just did, whoo!
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03:14
That's exactly究竟 what I'm talking about.
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这就是我在谈论的。
再来一次。
03:16
Go do that again.
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03:17
And people will do that again,
today今天, three more times.
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今天,人们还会这样做三次。
03:21
Lesson six: Your company公司 needs需求
to live生活 out its values.
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经验6:你的公司需要践行它的价值观。
03:25
I was talking to a company公司
not long ago, to the CEOCEO.
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不久之前我和一个公司的CEO谈过。
03:28
He was having trouble麻烦
because the company公司 was rocky岩石
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他遇到了烦心事,因为公司难以维持下去,
03:31
and things weren't getting得到 doneDONE on time,
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事情总是没法及时做完,
他觉得很多事情做得很草率。
03:33
and he felt like things were sloppy稀松.
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03:36
This also was a man who, I observed观察到的,
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我注意到,他也是这样一个人,
03:38
never showed显示 up to any meeting会议 on time.
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开会时从来没法准时到场。
03:41
Ever.
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从来都是。
如果你是领导层,
03:42
If you're part部分 of a leadership领导 team球队,
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为了“坚持自己的价值观”,你能做的
最重要的事情就是去言传身教。
03:44
the most important重要 thing that you can do
to "uphold坚持 your values" is to live生活 them.
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03:49
People can't be what they can't see.
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人们不能以他们看不见的东西为榜样。
03:51
We say, "Yes, we're here for equality平等,"
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我们说,“是的,我们为了平等而来,”
03:54
and then we proudly傲然 pound our chest胸部
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然后我们表现得信誓旦旦,
03:56
because we'd星期三 achieved实现 30 percent百分
representation表示 of women妇女
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因为我们的高管团队中女性比例
04:00
on an executive行政人员 team球队.
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达到了30%。
04:01
Well that's not equal等于, that's 30 percent百分.
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但这不是平等,只是30%。
经验7:所有的创业想法都很愚蠢。
04:04
Lesson seven: All start-up启动
ideas思路 are stupid.
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04:07
I spend a lot of time with start-ups创业,
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我在创业公司待了很长时间,
04:10
and I have a lot of friends朋友 that work
in larger, more established既定 companies公司.
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我有很多朋友在更大,
更具规模的公司工作。
他们总是对我的公司嗤之以鼻。
04:13
They are always pooh-poohing维尼poohing
the companies公司 that I work with.
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“这个主意真愚蠢。”
04:16
"That is such这样 a stupid idea理念."
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你猜怎么着,所有的
创业点子都是愚蠢的。
04:17
Well, guess猜测 what:
all start-up启动 ideas思路 are stupid.
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如果是合理的,其他人就已经在做了。
04:20
If they were reasonable合理, somebody else其他
would have already已经 been doing them.
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经验8:每个公司都应该积极拥抱变化。
04:23
Lesson eight: Every一切 company公司
needs需求 to be excited兴奋 for change更改.
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小心怀旧的烟雾。
04:26
Beware谨防 of the smoke抽烟 of nostalgia怀旧之情.
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04:29
If you find yourself你自己 saying,
"Remember记得 the way it used to be?"
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如果你发现自己这样说:
“还记得它过去的样子吗?”
04:33
I want you to shift转移 your thinking思维 to say,
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我希望你能转变一下想法,
“想想它的未来会是什么样子。”
04:35
"Think about the way it's going to be."
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04:37
If I had a dream梦想 company公司,
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如果我有家理想的公司,
我会走进来并且说,
04:40
I would walk步行 in the door and I would say,
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04:42
"Everything's一切都 changed, all bets赌注 are off.
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“一切都变了,什么都可能发生。
过去,我们以最快的速度跑到了右边,
04:44
We were running赛跑
as fast快速 as we can to the right,
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现在我们要向左走。”
04:46
and now we'll take a hard left."
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而公司里的每个人都会说:“好的!”
04:48
And everybody每个人 would go "Yes!"
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这是一个非常令人兴奋的世界,
它一直都在变化。
04:49
It's a pretty漂亮 exciting扣人心弦 world世界 out there,
and it's changing改变 all the time.
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我们越积极地拥抱它并为之兴奋,
04:53
The more we embrace拥抱 it
and get excited兴奋 about it,
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我们就会拥有越多的乐趣。
04:55
the more fun开玩笑 we're going to have.
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Translated by jacks jun
Reviewed by SHUYING XU

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ABOUT THE SPEAKER
Patty McCord - Author, maven
Patty McCord served as chief talent officer of Netflix for 14 years and helped create the Netflix Culture Deck. Since it was first posted on the web, the Culture Deck has been viewed more than 15 million times, and Sheryl Sandberg has said that it "may be the most important document ever to come out of Silicon Valley."

Why you should listen

Patty McCord participated in IPOs at Netflix and, before that, Pure Atria Software. A veteran of Sun Microsystems, Borland and Seagate Technologies, she has also worked with small start-ups. Her background includes staffing, diversity, communications and international human resources positions.

Currently, McCord coaches and advises a small group of companies and entrepreneurs on culture and leadership. She also speaks to groups and teams around the world. Her book Powerful: Building a Culture of Freedom and Responsibility was published in January of 2018.

More profile about the speaker
Patty McCord | Speaker | TED.com