Reed Hastings

And that's what led to that release.

But the reason it looked so unofficial is because it was just an internal comms deck to do the new employee welcome.

That's right.

And then it had exactly the effect you referred to, which is the people who fundamentally wanted job security over growth were repelled.

And the people who wanted growth and willing to trade off job security loved it.

And so then we selected a very creative type of person who, again, was into performance and taking risk.

Yeah, I mean, I think the big struggle we had in the early days

was the contrast of loyalty and what that meant versus performance.

And everybody wants loyalty and they want performance and their attention.

And so as we sorted through that, we realized, okay, professional sports teams have a clear bargain of you're sort of playing for your position each season, and it is a performance culture, but the team can be quite close.

and can be very supportive of each other.

And so that wrestling with, we came to think of loyalty as a stabilizer.

So loyalty gives you, if you have a bad day, you don't get instantly fired, or if your boss has a bad day, you don't quit instantly.

You sort of think things through solidly over a couple months.

but that ultimately it was about performance.

And that helped us clarify our own values, that we were more valuing growth and achievement than we were, say, lifetime loyalty, which is different than a family company or other relationships that we have, where we value loyalty in our friendships, in our marriage and other things.

We value loyalty over performance.

Yeah.

I mean, what he's getting at there is not a personal loyalty like political factions where you look after your boss or something like that, but you care about the organization.

And I do believe he's right that that creates a very powerful force.