{"id":40983,"date":"2025-03-05T13:40:48","date_gmt":"2025-03-05T21:40:48","guid":{"rendered":"https:\/\/blogs.georgefox.edu\/dlgp\/?p=40983"},"modified":"2025-03-05T13:40:48","modified_gmt":"2025-03-05T21:40:48","slug":"a-case-study-of-netflix-rare-jarang","status":"publish","type":"post","link":"https:\/\/blogs.georgefox.edu\/dlgp\/a-case-study-of-netflix-rare-jarang\/","title":{"rendered":"A Case Study of Netflix: RARE [JARANG]"},"content":{"rendered":"

Introduction:<\/strong><\/p>\n

In today’s fast-paced business environment, effective leadership is crucial for fostering trust, joy, and engagement among team members. The book RARE Leadership: 4 Uncommon Habits for Increasing Trust, Joy, and Engagement in the People You Lead<\/em> by Marcus Warner and Jim Wilder outlines four habits that can transform leadership practices.[1]<\/a> This essay explores these habits\u2014Remain relational, Act like yourself, Return to joy, and Endure hardship well (RARE).[2]<\/a><\/p>\n

For this assignment, I want to start my posting by answering the following questions posted at the end of chapter: Would you say your identity is driven more by fear or by joy? How does the fuel that powers your identity change your approach to leadership?[3] <\/a><\/p>\n

I believe that operating efficiently under fear is challenging for most people, including myself. Some individuals manage to remain unaffected by fear, but my identity is driven by joy. Throughout my career, there have been times when I felt anxious due to organizational changes, but this was not fear\u2014it was uncertainty.<\/p>\n

In my twenties, the organization I worked for underwent a merger. During a conversation with my manager about my future within the company, he shared a powerful statement: ‘Braun is not your only survival, there is a need for your talent everywhere.’[4]<\/a> This statement has stayed with me, as it reflected my value and emphasized that my identity and worth is not confined to a single organization\u2014Mr. Fong, resides in Malaysia and serves as an Elder in an AOG church, he is almost 90 years old. This book reminded me of Mr. Fong’s voice and his leadership style. He instilled joy in me by reminding me of my worth, engaged with me on a relational level by addressing my uncertainties, and was truthful about the merger. Throughout the merger, he faced tough questions from senior leadership about why his department should remain in Malaysia instead of relocating to Germany. His leadership style left a lasting impact on me.<\/p>\n

RARE Leadership: <\/strong><\/p>\n

I grew up in an environment without television until I was sixteen years old, though my family and I enjoyed weekly trips to the cinema. Moving to the US, I discovered Netflix,[5]<\/a> which felt like a delightful gift. Intrigued by the company, I researched its growth and development and invested in their stock. One of my husband\u2019s gifts for me is Netflix stocks every Christmas \ud83d\ude0a. Based on my understanding, Netflix exemplifies the RARE model, renowned for its innovative culture and strong leadership:<\/p>\n

1. Remain Relational:<\/strong> RARE leaders prioritize relationships over tasks, creating a culture of trust and connection. At Netflix, CEO Reed Hastings [6]<\/a> emphasizes the importance of a strong relational foundation. The company encourages open communication and feedback, fostering a collaborative environment where employees feel valued and respected.<\/p>\n

Example:<\/em> Netflix’s “Keeper Test”[7]<\/a> encourages managers to consider whether they would fight to keep an employee. This relational approach ensures that team members who contribute positively to the company’s culture and performance are recognized and retained.<\/p>\n

2. Act Like Yourself:<\/strong> Authenticity is a cornerstone of RARE leadership. Leaders who act like themselves are genuine and consistent, building trust with their teams. Netflix promotes authenticity by empowering employees to bring their whole selves to work. The company’s culture of freedom and responsibility allows individuals to express their unique perspectives and strengths.<\/p>\n

Example:<\/em> Netflix’s unlimited vacation policy demonstrates trust in employees to manage their work-life balance effectively. This policy reinforces the company’s commitment to authenticity and personal responsibility.[8]<\/a><\/p>\n

3. Return to Joy:<\/strong> RARE leaders help their teams navigate challenges and setbacks by fostering a positive and resilient mindset. At Netflix, leaders focus on creating a joyful work environment, even in the face of difficulties. The company’s emphasis on psychological safety enables employees to learn from failures and bounce back stronger.<\/p>\n

Example:<\/em> Netflix’s approach to failure is encapsulated in their culture memo: “If you’re not failing occasionally, you’re not innovating enough.” This mindset encourages employees to take risks and view setbacks as opportunities for growth.<\/p>\n

4. Endure Hardship Well:<\/strong> Effective leaders demonstrate resilience and perseverance during tough times. Netflix has weathered significant challenges, including shifts in technology and market demands. The company’s leaders have remained steadfast and adaptive, guiding their teams through uncertainty with clear vision and determination.<\/p>\n

Example:<\/em> Netflix’s transition from a DVD rental service to a streaming giant required visionary leadership and resilience.[9]<\/a> Reed Hastings and his team navigated the challenges of this transformation by maintaining focus on their long-term goals and adapting to the evolving landscape.<\/p>\n

Conclusion:<\/strong><\/p>\n

The principles of RARE leadership, as outlined in this book, Warner and Wilder, offer a transformative approach to leadership .[10]<\/a> By remaining relational, acting authentically, fostering joy, and enduring hardship well, leaders can create a thriving and resilient organizational culture. As illustrated by Netflix’s innovative practices and the impactful guidance of Mr. Fong, these habits not only enhance individual performance but also cultivate a supportive and dynamic environment. I believe, by embracing RARE leadership, I can empower my team to navigate challenges with confidence and achieve sustained success in today’s fast-paced business world. I plan to introduce this book to my manager.<\/p>\n

[1]<\/a> Warner, Marcus, and E. James Wilder.\u00a0Rare Leadership: 4 Uncommon Habits for Increasing Trust, <\/em>Joy, and Engagement in the People You Lead<\/em>. Chicago: Moody Publishers, 2016.<\/p>\n

[2]<\/a> Warner and Wilder, 25-27.<\/p>\n

[3]<\/a> Warner and Wilder, 60.<\/p>\n

[4]<\/a> Private conversation, Shela Munisamy and Peter Fong.<\/p>\n

[5]<\/a> Netflix. “Leadership.” Last modified March 2025. Accessed March 5, 2025. https:\/\/about.netflix.com\/en\/leadership<\/a>.<\/p>\n

[6]<\/a> “Reed Hastings: The Architect of Netflix’s Rise.” Quartr. Last modified March 2025. Accessed March\u00a05, 2025. https:\/\/quartr.com\/insights\/business-philosophy\/reed-hastings-the-architect-of-netflixs-rise<\/a>.<\/p>\n

[7]<\/a> “Netflix and the Keeper Test.” Enlivy. Last modified January 2024. Accessed March 5, 2025. https:\/\/enlivy.com\/2024\/01\/netflix-and-the-keeper-test\/<\/a>.<\/p>\n

[8]<\/a> Patty McCord, “How Netflix Reinvented HR: Trust People, Not Policies. Reward Candor. And Throw\u00a0Away the Standard Playbook,” Harvard Business Review<\/em>, January\u2013February 2014. Accessed March 5, 2025. https:\/\/hbr.org\/2014\/01\/how-netflix-reinvented-hr<\/a>.<\/p>\n

[9]<\/a> Peter Westberg, “Reed Hastings: The Architect of Netflix’s Rise,” reviewed by Kasper Karlsson, last\u00a0updated November 20, 2024. Accessed March 5, 2025. https:\/\/quartr.com\/insights\/business-philosophy\/reed-hastings-the-architect-of-netflixs-rise<\/a>.<\/p>\n

[10]<\/a> Warner and Wilder, 151.<\/p>\n","protected":false},"excerpt":{"rendered":"

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