No Rules Rules - Reed and Erin

Reed Hastings : No Rules Rules :

Our talent density had increased. We learnt that a company with really dense talent is a company everyone wants to work for. High performers especially thrive in an environment where overall talent density is high. Our employees were learning more from one another and teams were accomplishing more, faster. This was increasing individual motivation and satisfaction and leading the entire company to get more done. We found that being surrounded by the best catapulted already good work to a whole new level. Most important, working with really talented colleagues was exciting, inspiring and a lot of fun - something that remains as true today with the company at 7000 employees as it was back than at 80. In hindsight, I understood that a team with one or two merely adequate performers brings down the performance of everyone on the team. If you have a team of five stunning employees and two adequate ones, the two adequate ones will sap managers' energy, so they have less time for the top performers, reduce the quality of group discussions - lowering the team's overall IQ, force others to develop ways to work around them - reducing the efficiency, drive staff who seek excellence to quit, and show the team you accept mediocrity - thus multiplying the problem.

Parallels : Jobs - only hire A players. Brad Stulberg : Peak Performance - groups devolve to their lowest common denominator. 

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