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The Success of Reed Hastings

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It has been understanding the value of consistent focus that has led to Reed Hastings’ success.

Reed Hastings’ estimated net worth is $940 Million.

After honing a laser like focus in his early years, Reed Hastings has gone on to become the founder and CEO of an entertainment company that defines an age. Netflix.

Reed Hastings’ Early Years

Reed Hastings NetflixAfter leaving Bowdoin College Hastings decided to join the Peace Corps. He describes a feeling of adventure and a desire to serve as his motivation. This quest for service led him to teach mathematics at a school in Swaziland for two years between 1983 and 1985. It was during his time in the Peace Corps that Hastings discovered and developed his entrepreneurial spirit. He believed that once you have made your way across Africa with ten dollars to your name, starting a business didn’t seem like such a daunting task.

On his return from the Peace Corps, Hastings went to Stanford University where he graduated with a Master’s Degree in Computer Science in 1988.

 

Reed’s First Company

8535_1_largeIn 1991 Hastings left his first job at Adaptive Technology to start his first company Pure Software, a company that produced troubleshooting software. As the company began to grow faster and faster Hastings found running the business very challenging. This came as a result of a lack of managerial experience. He was in over his head and didn’t know what to do, even trying to fire himself twice but his board wouldn’t allow it. As his confidence decreased his desire to ‘jump ship’ grew but his board declined and he eventually learned the ropes of being an effective CEO. The company was good at what it did, with revenue doubling every year but Hastings highlights his transformation from engineer to CEO as occurring when Morgan Stanley took the company public in 1995.

Pure Software merged with Atria Software in 1996 and there were integration issues between the two companies with Hastings deciding to leave his new position of ‘Chief Technical Officer’ in 1997. It was at this point he decided to spend two years thinking about avoiding the same types of problems during his next startup.

“I’ve worked very hard, but my life’s always been fun.” – Reed Hastings

The Birth of Netflix

Reed Hastings NetflixIn 1997 Reed Hastings Co-Founded Netflix along with Marc Randolph. Netflix began life as a fixed rate film rental by mail service to customers in the USA. Through its Headquarters in California Netflix has built a following of 44 Million subscribers.

Hastings describes having the idea for Netflix when he had a large late fee for a film that he had rented. He owed the store $40 and he didn’t want to tell his wife about it and he couldn’t believe that he was was going to be dishonest to his wife over a silly late fee. That same day Hastings had an idea when he was at the gym. He realized that gym’s had a much better business model because you could pay your monthly fee and work out however many times you pleased.

Hastings accepts that it may seem obvious to have unlimited due dates and no late fees now but at the time they had no idea whether or not customers would create and use an online queue.

 

A New Business Culture

Reed Hastings NetflixThe challenges that Hastings faced during the growth of Pure Software led him to be very careful when developing Netflix. He wanted to build a company that would grow rapidly to become an entertainment juggernaut but he also wanted to build a company that did this whilst maintaining its entrepreneurial spirit.

This became a reality and as Netflix grew, the company began to get recognised for its new management strategies as a result of what Hastings calls a ‘Freedom and Responsibility’ culture. Netflix is known for paying salaries that are much higher than normal so as to attract the very best employees. This is coupled with the fact that employees can choose how much of their remuneration they want in cash or stock.

Hastings doesn’t even have a set office space because he likes to move around headquarters meeting different people, finding spare tables when he needs to sit down and deal with personal emails.  A further testament to his desire to be a part of positive business culture.

“Most entrepreneurial ideas will sound crazy, stupid and uneconomic, and then they’ll turn out to be right.” – Reed Hastings

The Present Day

The structure, functionality, people and overall reach of Reed Hastings’ Netflix is truly remarkable. With its 44 million subscribers watching more than 1 billion hours a month on over 1,000 different devices Hastings and Netflix has to ensure that this demand is met. They do this through custom video servers that are placed all around the globe. As soon as a subscriber clicks to stream a movie, Netflix calculates (in a fraction of a second) which server is the closest to the customer, it then chooses from dozens of versions of the video file that is best suited to that customers device.

It is this split second, tailored service that Hastings and Netflix continue to focus on with Hastings believing that we are amidst a revolution (that is becoming inevitable) where every television will have WiFi and Netflix built in as standard.

 

Conclusion

Reed Hastings is an absolute master of learning from his mistakes, focus and business culture. We can all learn from how Hastings took his time starting a new company before he had evaluated the challenges he had in his previous one.

No matter what the future holds for the inspiring, proactive Reed Hastings one thing is for sure, he will be focused!

We can learn from this focus so we can turn our own visions into reality in the same way that Reed Hastings has built Netflix.

 

Reed Hastings Picture Quote

Reed Hastings Netflix

Jermaine Harris is a Coach, Trader, Author and Speaker. He is passionate about human potential and empowering others to change their lives in the same way he did. Jermaine believes that the opposite of being 'stuck in a rut' is possible and explains how in his book, The Rut Buster. Get to know Jermaine better at: jermaine-harris.com

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The Entrepreneur’s Reading List That Transforms Ideas Into Empires

These must-read titles and writing insights reveal how entrepreneurs turn bold ideas into empire-level success.

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Entrepreneurship is powered by stories—of accomplishment, failure, and decision moments that define businesses. Books are maps, providing insight from individuals who’ve traversed the road ahead. (more…)

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The Leadership Shift Every Company Needs in 2025

Struggling to keep your team engaged? Here’s how leaders can turn frustrated employees into loyal advocates.

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Bridging the gap between employees and employers
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In workplaces around the world, there’s a growing gap between employers and employees and between superiors and their teams. It’s a common refrain: “People don’t leave companies, they leave bad bosses.”

While there are, of course, cases where management could do better, this isn’t just a “bad boss” problem. The relationship between leaders and employees is complex. Instead of assigning blame, we should explore practical solutions to build stronger, healthier workplaces where everyone thrives.

Why This Gap Exists

Every workplace needs someone to guide, supervise, and provide feedback. That’s essential for productivity and performance. But because there are usually far more employees than managers, dissatisfaction, fair or not, spreads quickly.

What if, instead of focusing on blame, we focused on building trust, empathy, and communication? This is where modern leadership and human-centered management can make a difference.

Tools and Techniques to Bridge the Gap

Here are proven strategies leaders and employees can use to foster stronger relationships and create a workplace where people actually want to stay.

1. Practice Mutual Empathy

Both managers and employees need to recognize they are ultimately on the same team. Leaders have to balance people and performance, and often face intense pressure to hit targets. Employees who understand this reality are more likely to cooperate and problem-solve collaboratively.

2. Maintain Professional Boundaries

Superiors should separate personal issues from professional decision-making. Consistency, fairness, and integrity build trust, and trust is the foundation of a motivated team.

3. Follow the Golden Rule

Treat people how you would like to be treated. This simple principle encourages compassion and respect, two qualities every effective leader must demonstrate.

4. Avoid Micromanagement

Micromanaging stifles creativity and damages morale. Great leaders see themselves as partners, not just bosses, and treat their teams as collaborators working toward a shared goal.

5. Empower Employees to Grow

Empowerment means giving employees responsibility that matches their capacity, and then trusting them to deliver. Encourage them to take calculated risks, learn from mistakes, and problem-solve independently. If something goes wrong, turn it into a learning opportunity, not a reprimand.

6. Communicate in All Directions

Communication shouldn’t just be top-down. Invite feedback, create open channels for suggestions, and genuinely listen to what your people have to say. Healthy upward communication closes gaps before they become conflicts.

7. Overcome Insecurities

Many leaders secretly fear being outshone by younger, more tech-savvy employees. Instead of resisting, embrace the chance to learn from them. Humility earns respect and helps the team innovate faster.

8. Invest in Coaching and Mentorship

True leaders grow other leaders. Provide mentorship, career guidance, and stretch opportunities so employees can develop new skills. Leadership is learned through experience, but guided experience is even more powerful.

9. Eliminate Favoritism

Avoid cliques and office politics. Decisions should be based on facts and fairness, not gossip. Objective, transparent decision-making builds credibility.

10. Recognize Efforts Promptly

Recognition often matters more than rewards. Publicly appreciate employees’ contributions and do so consistently and fairly. A timely “thank you” can be more motivating than a quarterly bonus.

11. Conduct Thoughtful Exit Interviews

When employees leave, treat it as an opportunity to learn. Keep interviews confidential and use the insights to improve management practices and culture.

12. Provide Leadership Development

Train managers to lead, not just supervise. Leadership development programs help shift mindsets from “command and control” to “coach and empower.” This transformation has a direct impact on morale and retention.

13. Adopt Soft Leadership Principles

Today’s workforce, largely millennials and Gen Z, value collaboration over hierarchy. Soft leadership focuses on partnership, mutual respect, and shared purpose, rather than rigid top-down control.

The Bigger Picture: HR’s Role

Mercer’s global research highlights five key priorities for organizations:

  • Build diverse talent pipelines

  • Embrace flexible work models

  • Design compelling career paths

  • Simplify HR processes

  • Redefine the value HR brings

The challenge? Employers and employees often view these priorities differently. Bridging that perception gap is just as important as bridging the relational gap between leaders and staff.

Treat Employees Like Associates, Not Just Staff

When you treat employees like partners, they bring their best selves to work. HR leaders must develop strategies to keep talent engaged, empowered, and prepared for the future.

Organizational success starts with people, always. Build the relationship with your team first, and the results will follow.

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