You smartly separate what must be done well now and

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You smartly separate what must be done well now, and what can be improved later Communication You listen well, instead of reacting fast, so you can better understand You are concise and articulate in speech and writing You treat people with respect independent of their status or disagreement with you You maintain calm poise in stressful situations Impact You accomplish amazing amounts of important work You demonstrate consistently strong performance so colleagues can relyupon you You focus on great results rather than on process You exhibit bias‐to‐action, and avoid analysis‐paralysis Curiosity You learn rapidly and eagerly You seek to understand our strategy, market, subscribers, and suppliers You are broadly knowledgeable about business, technology and entertainment You contribute effectively outside of your specialty Innovation You re‐conceptualize issues to discover practical solutions to hard problems You challenge prevailing assumptions when warranted, Page 4 of 48
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and suggest better approaches You create new ideas that prove useful You keep us nimble by minimizing complexity and finding time to simplify Selflessness You seek what is best for M store, rather than best for yourself or your group You are ego‐less when searching for the best ideas You make time to help colleagues You share information openly and proactively Seven Aspects of our Culture • Values are what we Value • High Performance • Freedom & Responsibility • Context, not Control • Highly Aligned, Loosely Coupled • Pay Top of Market • Promotions & Development Loyalty is Good • Loyalty is good as a stabilizer • People who have been stars for us, and hit a bad patch, get a near term pass because we think they are likely to become stars for us again • We want the same: if M store hits a temporary bad patch, we want people to stick with us • But unlimited loyalty to a shrinking firm, or to an ineffective employee, is not what we are about Hard Work – Not Directly Relevant • It’s about effectiveness – not effort – even though effectiveness is harder to assess than effort Page 5 of 48
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• We don’t measure people by how many evenings or weekends they are in their cube • We do try to measure people by how much, how quickly and how well they get work done – especially under deadline Brilliant Jerks • Some companies tolerate them • For us, the cost to teamwork is too high Why are we so manic on high performance? In procedural work, the best are 2x better than the average. In creative work, the best are 10x better than the average, so huge premium on creating effective teams of the best Why are we so manic on high performance? Great Workplace is Stunning Colleagues The Rare Responsible Person • Self motivating • Self aware • Self disciplined • Self improving • Acts like a leader • Doesn’t wait to be told what to do Page 6 of 48
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• Never feels “that’s not my job” • Picks up the trash lying on the floor • Behaves like an owner Expecting the Customer A great customer experience is expensive, and often difficult to achieve. Gartner says, "Customer
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  • Fall '19

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