“三国杀”升级 “京东航空”问世

　　他也曾在采访中表达过和哈斯廷斯类似的观点。他说，“如果想要开一家成功的企业，CEO 们应该花更多时间去寻求批评，因为这会让公司的产品尽可能完美，而不是花大量时间去搞融资，开会和 PPT 汇报。”

　　尤其对于很多中国企业家而言，很多人把自己的位置放得高高在上，不希望别人的挑战和质疑，然而事实上，企业的领导者，你的成功不是由大家对你个人的褒扬来实现的，而是企业的业绩实现的——如果接受批评可以使得企业更强大，接受批评就是一种奖励。

　　好的，我们继续谈谈你的书和 Netflix 吧。你的公司在美国运营情况如何？

　　What you just said reminds me of the motto “what doesn‘t kill you only makes you stronger”．No matter how painful the challenge is， it will only build up our physical and intellectual powers． Those unpleasing criticisms are essential nutrients to our growth．

　　Nearly every success story has its darkest time and Elon Musk is one of them that impressed me． In an interview， Musk said 2008 was “the worst year of my life” as Tesla was losing money， SpaceX was failing the third time to launch its Falcon 1 rocket， and he was getting divorced．

　　But this year， Musk became the second-richest person in the world on November 24， surpassing Bill Gates and Mark Zuckerberg.Musk also had a similar view with you， Reed． He once said that CEOs should “spend less time on finance， spend less time in conference rooms，less time on PowerPoint， and more time seeking criticism of their product if they want to run a successful business．”

　　This is especially true for many Chinese entrepreneurs who put themselves high up and tolerate no doubts or challenges.In reality， your success doesn‘t come from others’ praises but from the performance of your company： If taking criticism makes your company stronger then it can be seen as a reward．

　　If you would like to， you probably can talk more about Netflix． So how is your business in the States now？

　　哈斯廷斯：很好，因为新型冠状病毒疫情的原因，人们有更多时间看剧，所以我们和亚马逊一样，是疫情的受益者。

　　The business is good， because in COVID people watch more entertainment， so， we‘re like Amazon， and in that way it’s a COVID benefit．

　　张一甲：我知道你的新书在美国亚马逊排名非常好，有人邀请你去学校或组织演讲吗？

　　Your book No rule‘s rules was sold very well on Amazon.Are you invited to give lectures or take part in big promotional activities for schools or organisations？

　　哈斯廷斯：似乎还不错，因为我认识的每个人都在读。这本书现在要进入商科院校，成为课程的一部分。它为创意工作的管理者提供了全新视角。

　　你知道在新型冠状病毒肺炎疫情期间，我哪里都去不了。所以还没有。

　　Yeah，anecdotally it seems to be great， because everyone I know is reading it． And It‘s getting into business schools now． and you know it’s getting to be part of the curriculum． There might be a different approach when you are managing creative work．

　　You know in this COVID period I‘m trapped．

　　张一甲：你是否可以用一个章节概述全书？哪些内容你特别希望中国读者读一下？

　　And I just wondering if you have to pick up like one chapter from the book to give a whole picture of the book to， especially to the Chinese readers， what kind of content you would like to recommend？

　　哈斯廷斯：我想说，这本书是为那些创意企业写的，这些企业对犯错有很高的包容度，只要他们创造了令人惊奇的东西。

　　I would say our book is for creative organizations that are OK with making some mistakes， some errors as long as they invent amazing things．

　　陆奇：下一个问题，里德，是关于反馈。网飞特别制定了 4A 反馈法则。中国的创业者们非常感兴趣，人们在想我们可不可以学习这一点。在你看来，尤其是从网飞的经验来讲，4A 法则的关键是什么，怎么能有效地实施该准则？

　　So the question I was asking， next question， Reed， was regard to the feedback， in particular， Netflix， overall developed a 4A feedback guidelines． Our Chinese leadership audiences are very interested， there is a lot interest， people are thinking about how we can improve that． In your experience， what of the key points in that 4A guidelines， and how the guideline can be efficiently implemented， particularly from your experience in Netflix．

　　张一甲：抱歉打断一下，可能我们的观众不熟悉网飞的 4A 反馈法则。4A 反馈法则是 Aim to asssit，目的在于帮助；Actionable，反馈应具有可行性；Appreciate，感激与赞赏；Accept or discard，接受或拒绝。现在让我们把画面交给里德，来回答一下奇博士的问题。

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