No rules rules, netflix and the culture of reinvention - Reed Hastings, Erin Meyer

•  Blockbuster made most of its margin from late fees. If your business model depends on inducing feelings of stupidity in your customer base, you can hardly expect to build much loyalty
• The joy of being surrounded by people who are both talented and collaborative
• one individual's bad behavior brought down the effectiveness of the entire team
• A feedback loop is one of the most effective tools for improving performance.
• The higher you get in an organization, the less feedback you receive
• (On feedback: ) You are not required to follow it. Say "thank you" with sincerity.
• When and where to give feedback: ...Anywhere and anytime
• Lets just say our vacation policy is "Take Some"
• I liked the idea of telling people they were in charge of their own lives and could decide for themselves when to work and when to take a break.
• Imagine that you will be asked to stand up in front of me and your own boss and explain why you chose to purchase that specific flight, hotel, or telephone. If you can explain comfortably why that purchase is in the company's best interest, then no need to ask.
• The curious impact of rules. When you set them, some people will look eagerly for a way to take advantage of them
• The entire bonus system is based on the premise that you can reliably predict the future
• I dont buy the idea that if you dangle cash in front of your high-performing employees, they try harder.
• The group offered the biggest bonus did worse than the other two groups across all tasks
• Our mantra is that employees dont need the boss's approval to move forward
• Many leaders frequently use control processes to give the employee some freedom to approach a task as he chooses, while still allowing the boss an opportunity to control what gets done and when.
• Leading with context, on the other hand, is more difficult, but gives considerably more freedom to employees