Most organisations claim to value honest feedback. In practice, they have developed elaborate social structures to avoid it. Feedback is sanitised through HR processes, softened with diplomatic language, delivered only at annual reviews, and routinely avoided when it concerns senior people. Netflix built something genuinely different. Hastings and Meyer describe a culture where feedback is expected to be direct, specific, and delivered in real time, not stored for a formal process. Where juniors are expected to give honest feedback to seniors, and seniors are expected to receive it without using their power to punish honesty. Where the social norm is that not giving feedback when you have relevant information is a failure of your responsibility to the team. Building this culture required two things that most organisations do not develop. The first is the leadership model: senior people must receive feedback visibly and gracefully, which signals to everyone that honesty is genuinely safe. If a senior person reacts badly to honest feedback even once, the culture registers it and people stop offering it. The second is skill: giving useful feedback is not natural. It requires learning to be specific rather than general, behavioural rather than personal, and oriented toward the future rather than a verdict on the past. Netflix uses a framework they call 4A feedback: Aim to assist (the feedback is offered to help, not to judge), Actionable (it says what the person can do differently), Appreciate (the receiver expresses genuine thanks), and Accept or discard (the receiver decides what to do with the feedback without obligation).