To move from one success to another — learn to un-learn. Take everything that helped you win the first time, then discard it and learn a new way. That’s how Barry Diller, titan of “old” media (ABC, Paramount, Fox), mastered the new dot-com world. His company IAC owns everything from Expedia to Vimeo to Match.com.
Strong company cultures emerge when every employee feels they own the culture — and this begins even before the first job interview. CEO Reed Hastings has built a high-performing culture at Netflix by being upfront about who they are and who they aren’t. The company’s famous culture deck offers a 100-slide description of how Netflix sees itself. It won’t appeal to everyone — and that’s the point. If you can define your culture, while resonating with a diverse group of employees, you have a winning formula.
Google doesn’t tell its employees how to innovate; it manages their inventive chaos. Their secret? Mix free-flowing ideas with disciplined decision-making. Eric Schmidt, CEO of Google since 2001 and now chair of parent company Alphabet, shares the decision he made to support a crazy idea that he was certain would bankrupt the company.
To lead a fast-changing organization, you have to be as skilled at breaking plans as you are at making them. Take it from Sheryl Sandberg, who helped grow Facebook to 2 billion users and 14,000 employees in her first six years. She shares the practical, tactical, on-the-ground lessons she learned at Google and Facebook — everything from hiring people for roles that never existed before to navigating make-or-break crises.