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

派蒂麥克德: 八堂課,教你打造一間讓員工樂於效力的公司

Filmed:
2,214,283 views

大部分的公司都是靠著一組政策在營運:強制休假天數、出差注意事項、標準工作時數、年度目標。但,如果公司把多一點心力放在信任而非控制,會如何?派蒂麥克德是網飛最有代表性的前任創意長,她分享了一些重要洞見,這些洞見讓她決定把手冊扔出窗戶。
- 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行話 makes品牌 me crazy.
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人力資源行話讓我抓狂。
00:02
We have to have all these stupid acronyms縮略詞
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我們有各式各樣的愚蠢縮寫,
00:04
that describe描述 things that nobody沒有人
understands理解: OKRsOKRs and PIPs點子.
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沒人知道是什麼意思:
OKRs、PIPs 等等。
00:08
I think we can run our businesses企業
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我想,在經營事業時,
00:09
by just talking to each other
like regular定期 human人的 beings眾生.
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其實可以採用一般
人類的交談方式即可。
00:12
We might威力 actually其實 get more doneDONE.
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可能還可以搞定更多事。
00:13
[The Way We Work]
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〔我們工作的方式〕
00:18
I really always wanted to be
an HRHR professional專業的,
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我一直都很想成為
人力資源的專家,
00:20
I wanted to be able能夠 to speak說話
the language語言 of management管理.
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我希望能夠說管理階層的語言。
00:23
And you know what I've learned學到了
after all this time?
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你們知道這段期間我學到什麼嗎?
我認為這一切都不重要。
00:26
I don't think any of it matters事項.
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有好多我們所謂的「最佳做法」
00:27
There's all kinds of things
that we call "best最好 practices做法"
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00:30
that aren't best最好 practices做法 at all.
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根本就不是最佳做法。
00:32
How do we know it's best最好?
We don't measure測量 this stuff東東.
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我們怎麼知道它是最佳的?
這是無法測量的。
00:35
In fact事實, I've learned學到了
that "best最好 practices做法" usually平時 means手段
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事實上,我學到的是,
「最佳做法」通常意謂著
00:38
copying仿形 what everybody每個人 else其他 does.
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完全照別人的方式做。
00:40
Our world世界 is changing改變
and evolving進化 all the time.
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我們的世界時時刻刻
都在改變、演化。
00:43
Here are some lessons教訓 to help you adapt適應.
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以下這幾課能夠協助你適應。
00:45
Lesson one: Your employees僱員 are adults成年人.
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第一課:你的員工是成人。
00:47
You know, we've我們已經 created創建 so many許多 layers
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我們創造出好多層級、
00:50
and so many許多 processes流程
and so many許多 guidelines方針
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好多流程、好多指南,
00:52
to keep those employees僱員 in place地點
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來確保那些員工能做該做的事,
00:54
that we've我們已經 ended結束 up with systems系統
that treat對待 people like they're children孩子.
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最後結果就是產生出
把人當孩童來對待的體制。
00:58
And they're not.
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他們不是孩童。
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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每天走進來的都是
完全長大的成人。
01:02
They have rent出租 payments支付,
they have obligations義務,
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他們有房租要繳,
他們有義務要履行,
01:04
they're members會員 of society社會,
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他們是社會的一員,
01:06
they want to create創建
a difference區別 in the world世界.
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他們想要在世界上創造出差異。
01:08
So if we start開始 with the assumption假設
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如果我們一開始就假設
01:10
that everybody每個人 comes to work
to do an amazing驚人 job工作,
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大家來工作都是想要
把事情做得很好,
01:12
you'd be surprised詫異 what you get.
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你會得到很驚人的結果。
01:14
Lesson two: The job工作 of management管理
isn't to control控制 people,
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第二課:管理工作
並不是在控制人,
01:17
it's to build建立 great teams球隊.
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而是在建立優秀的團隊。
01:18
When managers經理 build建立 great teams球隊,
here's這裡的 how you know it.
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如果管理者建立了優秀的團隊,
就會有下列的特徵。
01:22
They've他們已經 doneDONE amazing驚人 stuff東東.
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他們做了很了不起的事。
客戶都真的很開心。
01:23
Customers顧客 are really happy快樂.
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01:25
Those are the metrics指標 that really matter.
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那些才是重要的衡量標準。
01:27
Not the metrics指標 of:
"Do you come to work on time?"
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而不是用這些標準衡量:
「你有準時上班嗎?」
01:30
"Did you take your vacation假期?"
"Did you follow跟隨 the rules規則?"
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「你有休假嗎?」
「你有遵守規定嗎?」
「你有取得允許嗎?」
01:33
"Did you ask for permission允許?"
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01:34
Lesson three: People want to do work
that means手段 something.
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第三課:大家都想要
做有意義的工作。
01:37
After they do it,
they should be free自由 to move移動 on.
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做完之後,他們應該
要能自由地繼續走下去。
01:40
Careers職業 are journeys旅程.
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職涯是旅程。
01:41
Nobody's沒有人的 going to want to do
the same相同 thing for 60 years年份.
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沒有人會希望六十年
都做同樣的事。
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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所以,只為了留住人
而留住人的想法,
01:47
really hurts傷害 both of us.
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其實是在傷害雙方。
01:49
Instead代替, what if we created創建 companies公司
that were great places地方 to be from?
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換個想法,如果我們創造的公司
也是很棒的跳板,如何?
01:53
And everyone大家 who leaves樹葉 you
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離開你的每一個人,
01:55
becomes an ambassador大使
for not only your product產品,
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都會成為大使,
不只是宣揚你的產品,
01:58
but who you are and how you operate操作.
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也宣揚你的為人以及營運方式。
02:00
And when you spread傳播 that kind
of excitement激動 throughout始終 the world世界,
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當你能把那麼讓人興奮的事
散播到全世界,
02:04
then we make all of our companies公司 better.
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就能讓所有人的公司都變得更好。
02:07
Lesson four: Everyone大家 in your company公司
should understand理解 the business商業.
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第四課:公司中的每一個人
都應該了解公司的事業。
02:11
Now, based基於 on the assumption假設
that we've我們已經 got smart聰明 adults成年人 here,
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根據「大家都是
聰明的成人」這個假設,
02:14
the most important重要 thing we can teach them
is how our business商業 works作品.
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我們能教大家的事情當中,
最重要的是我們的事業如何運作。
02:17
When I look at companies公司
that are moving移動 fast快速,
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我看到一些公司進展很快速,
02:19
that are really innovative創新
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真的在做創新,
02:21
and that are doing amazing驚人 things
with agility敏捷 and speed速度,
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且很靈活又迅速地
做出很多了不起的事,
02:25
it's because they're collaborative共同.
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都是因為他們懂得合作。
02:27
The best最好 thing that we can do
is constantly經常 teach each other what we do,
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我們最好能做到經常教導彼此,
讓對方知道我們在做什麼、
02:32
what matters事項 to us, what we measure測量,
what goodness善良 looks容貌 like,
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我們在乎什麼、
我們的衡量標準是什麼、
什麼才叫做好,
02:36
so that we can all drive駕駛
towards achieving實現 the same相同 thing.
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這樣我們才能一起
朝向共同目標邁進。
02:39
Lesson five: Everyone大家 in your company公司
should be able能夠 to handle處理 the truth真相.
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第五課:公司裡的每一個人
都應該要能夠接受真相。
02:43
You know why people say
giving feedback反饋 is so hard?
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你知道為什麼大家都說
給回饋意見很困難嗎?
02:46
They don't practice實踐.
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因為他們沒練習。
02:48
Let's take the annual全年 performance性能 review評論.
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咱們用年度績效檢討為例。
02:50
What else其他 do you do in your whole整個 life
that you're really good at
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在你的一生中,有什麼事情
是你一年才做一次,
02:53
that you only do once一旦 a year?
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就能做得非常好的?
02:55
Here's這裡的 what I found發現:
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我的發現如下:
02:56
humans人類 can hear anything if it's true真正.
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只要是真的事情,
人類就可以聽見。
02:59
So let's rethink反思 the word "feedback反饋,"
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所以,咱們重新思考一下
「回饋」這個詞,
03:03
and think about it as telling告訴 people
the truth真相, the honest誠實 truth真相,
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把它想成是告訴別人
真相,誠實的真相,
03:08
about what they're doing right
and what they're doing wrong錯誤,
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講出他們做對了什麼、
做錯了什麼,
且當他們在做的時候就要講。
03:11
in the moment時刻 when they're doing it.
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你剛剛做的那件好事,呼!
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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就是這樣沒錯。再去做一次。
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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大家今天就會
再做一次,再做三次。
03:21
Lesson six: Your company公司 needs需求
to live生活 out its values.
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第六課:你的公司
必須要活出它的價值觀。
03:25
I was talking to a company公司
not long ago, to the CEOCEO.
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不久前,我跟一家公司的
執行長談話。
03:28
He was having trouble麻煩
because the company公司 was rocky岩石
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他遇到了困難,
因為公司營運很辛苦,
03:31
and things weren't getting得到 doneDONE on time,
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且事情都無法如期完成,
03:33
and he felt like things were sloppy稀鬆.
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他覺得一切都很懶散。
03:36
This also was a man who, I observed觀察到的,
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依我觀察,這個人本身
03:38
never showed顯示 up to any meeting會議 on time.
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也從來沒有準時
出席會議。從來沒有。
03:41
Ever.
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如果你是領導團隊中的一員,
03:42
If you're part部分 of a leadership領導 team球隊,
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若要「維護你的價值觀」,
最重要的就是要以身作則。
03:44
the most important重要 thing that you can do
to "uphold堅持 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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大家看不見的,就不會去做。
03:51
We say, "Yes, we're here for equality平等,"
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我們說:「我們很重視平等。」
03:54
and then we proudly傲然 pound our chest胸部
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接著,我們驕傲地拍拍胸脯,
03:56
because we'd星期三 achieved實現 30 percent百分
representation表示 of women婦女
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因為我們的主管團隊中的
女性比例達到了 30%。
04:00
on an executive行政人員 team球隊.
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04:01
Well that's not equal等於, that's 30 percent百分.
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嗯,那不是平等,那是 30%。
04:04
Lesson seven: All start-up啟動
ideas思路 are stupid.
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第七課:所有新創的點子都很蠢。
我花了很多時間在新創公司上,
04:07
I spend a lot of time with start-ups創業,
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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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且我有很多朋友
在成熟的大公司工作。
他們總是很瞧不起我合作的公司。
04:13
They are always pooh-poohing維尼poohing
the companies公司 that I work with.
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「那個點子好蠢。」
04:16
"That is such這樣 a stupid idea理念."
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嗯,你猜如何:
所有新創的點子都很蠢。
04:17
Well, guess猜測 what:
all start-up啟動 ideas思路 are stupid.
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如果這些點子很合理,
早就會有人去做了。
04:20
If they were reasonable合理, somebody else其他
would have already已經 been doing them.
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第八課:每間公司
都得要對改變感到興奮。
04:23
Lesson eight: Every一切 company公司
needs需求 to be excited興奮 for change更改.
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04:26
Beware謹防 of the smoke抽煙 of nostalgia懷舊之情.
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要小心懷舊之情的徵兆。
04:29
If you find yourself你自己 saying,
"Remember記得 the way it used to be?"
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如果你發現你自己會說:
「還記得以前是怎樣的嗎?」
04:33
I want you to shift轉移 your thinking思維 to say,
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我希望你能轉換思路,改說:
04:35
"Think about the way it's going to be."
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「想想將來可能會是怎樣的。」
04:37
If I had a dream夢想 company公司,
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我夢想中的公司是這樣的:
04:40
I would walk步行 in the door and I would say,
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當我走進門,說:
04:42
"Everything's一切都 changed, all bets賭注 are off.
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「一切都改變了,原來的都不算數。
我們本來是全力向右跑,
現在要向左急轉彎。」
04:44
We were running賽跑
as fast快速 as we can to the right,
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04:46
and now we'll take a hard left."
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而大家都會說「好!」
04:48
And everybody每個人 would go "Yes!"
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外頭的世界很刺激,
且隨時在改變。
04:49
It's a pretty漂亮 exciting扣人心弦 world世界 out there,
and it's changing改變 all the time.
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我們越能擁抱改變、
對改變感到興奮,
04:53
The more we embrace擁抱 it
and get excited興奮 about it,
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04:55
the more fun開玩笑 we're going to have.
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我們就能有越多樂趣。
Translated by Lilian Chiu
Reviewed by Yi-Fan Yu

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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