Let’s face it. Feedback is one of those things we all know we should give and receive more often, but rarely feel equipped to do well. It can feel awkward, triggering, or just unclear. But what if feedback became a normal part of the day, as natural as grabbing coffee with a colleague? That’s exactly the culture Reed Hastings, co-founder of Netflix, has built.
In his book No Rules Rules, co-written with Erin Meyer, Hastings shares the backbone of Netflix’s feedback culture: the 4A Feedback Framework. It’s simple, it’s powerful, and more importantly, it works. Even (and especially) in high-performance environments.
The 4A Framework: How to Make Feedback a Habit (Not a Headache)
In May 2025, Netflix’s market capitalization crossed the $490 billion mark, securing its spot among the most valuable companies in the world. Their performance is nothing short of impressive and it’s been that way for years.
So, what do they do differently? They invest in their culture.
And at the core of that culture is a simple, powerful approach to feedback: the 4A Framework. The name of the method might not sound sexy, but stay with me, it gets more interesting.
Giving feedback
1. Aim to Assist
At Netflix, feedback isn’t about venting, winning points, or making someone feel small. It’s about helping each other grow with good intent, always. That means your feedback should be geared toward how a change can benefit the person or the company, not how it would make your day easier.
Let’s say your colleague tends to interrupt people in team meetings. Telling them, “You’re always cutting people off and it’s annoying” might feel honest, but it’s not helpful. Instead, try: “If you pause a bit more before responding, the team might feel more heard and we’re likely to get better input from everyone.”
It’s not about being nice for the sake of it. It’s about making the feedback useful.
2. Actionable
Vague feedback doesn’t help. To be effective, feedback should focus on something the person can actually do differently.
For instance, “Your emails are confusing” doesn’t give much to work with. But “If you add bullet points to your emails, your key messages will be easier to read, and people will respond faster”
Now that’s something they can use.
The goal is clarity: what can they change, and what impact will that change have?
Receiving feedback
3. Appreciate
Let’s be honest. When someone points out something we could improve, our first instinct is usually to explain, justify, or quietly roll our eyes. But at Netflix, the idea is to train yourself to respond differently.
The question isn’t, “How do I defend myself?” it’s “How can I show I value this input?” That means listening fully, staying open, and resisting the urge to argue. Even if it stings a little. Especially when it stings.
Appreciation doesn’t mean you agree. It means you respect the effort someone made to help you grow. It starts by saying a genuine ‘Thank you’ as a recognition of their courage to speak up and offer you something valuable.
4. Accept or Discard
You’ll get a lot of feedback and that’s a good thing. But you’re not expected to follow every piece of advice you receive.
Your job is to listen, reflect, and thank the person. Then you choose what to act on. That’s the beauty of it: at Netflix, feedback is offered as a gift, not a rulebook.
Both the giver and the receiver understand that it’s up to the person receiving the feedback to decide what’s useful and what’s not.
Feedback Is Not a Moment — It’s a Culture
What stands out in the Netflix culture is how integrated feedback is in the everyday. It’s not reserved for annual reviews or performance talks. It happens all the time, across all levels. Reed Hastings himself sets the tone by actively asking for feedback,regularly asking for feedback and receiving it just like anyone else in the company. No matter his title. That willingness to receive (and not just give) is what makes the whole system work.
How You Can Bring the 4As to Life in Your Organization
You don’t need to be Netflix to build a feedback culture. But you do need consistency, courage, and clarity. Here’s where to start:
- Train and talk about it. Make the 4As known. Use examples. Practice them in safe spaces.
- Lead by example. If you’re in a leadership role, model the behavior. Ask for feedback, often. Appreciate it, always.
- Make it part of your rhythm. Use the 4As in 1:1s, project debriefs, and informal check-ins. Normalize it.
- Respect the autonomy. Remind everyone they have the freedom to use or not use the feedback they receive.
At Netflix, it’s not just about improving skills. It’s about fostering the belief that everyone, regardless of title, has the potential to grow together. If a culture of continuous learning and trust is the foundation behind one of the world’s most valuable companies, just imagine what it could do for you.
