Name: Trillion Dollar Coach
ISBN: 9781473675964

Eric Schmidt

Jonathan Rosenberg

Alan Eagle

The Leadership Playbook from Silicon Valley's Bill Campbell

Trillion Dollar Coach

The team behind How Google Works returns with management lessons from legendary coach and business executive, Bill Campbell, whose mentoring of some of our most successful modern entrepreneurs has helped create well over a trillion dollars in market value. Bill Campbell played an instrumental role in the growth of several prominent companies, such as Google, Apple, and Intuit, fostering deep relationships with Silicon Valley visionaries, including Steve Jobs, Larry Page, and Eric Schmidt. In addition, this business genius mentored dozens of other important leaders on both coasts, from entrepreneurs to venture capitalists to educators to football players, leaving behind a legacy of growing companies, successful people, respect, friendship, and love after his death in 2016. Leaders at Google for over a decade, Eric Schmidt, Jonathan Rosenberg, and Alan Eagle experienced firsthand how the man fondly known as Coach Bill built trusting relationships, fostered personal growth—even in those at the pinnacle of their careers—inspired courage, and identified and resolved simmering tensions that inevitably arise in fast-moving environments. To honor their mentor and inspire and teach future generations, they have codified his wisdom in this essential guide. Based on interviews with over eighty people who knew and loved Bill Campbell, Trillion Dollar Coach explains the Coach’s principles and illustrates them with stories from the many great people and companies with which he worked. The result is a blueprint for forward-thinking business leaders and managers that will help them create higher performing and faster moving cultures, teams, and companies.

The Leadership Playbook of Silicon Valley's Bill Campbell

matej yangwao

tl;dr
Active listening, candid feedback and believe in ppl more than they do themselves.

Putting wellbeing first instead results.

How was the weekend?
Couple negative feedback with caring
Share negative feedback privately.
Know and care about ppl you lead improves effectiveness.

Send jet for the loved ones.


≥The study revealed that the five key conditions that are keys to a successful team:
• Psychological safety
• Clarity of goals
• Meaningful roles
• Dependable members
• Impact of the team’s mission

≥A great leader cares more about people than results.

≥A great leader knows how to grow people and usually gets rewarded for their effort.

≥Loyalty is a key attribute you must possess if you hope to become a great coach.

≥Research reveals that a sense of belonging increases engagement and teamwork.

≥You need a coach to balance the tension and mold a team into a community.

≥Campbell mastered how to identify and defuse tension among teammates. Team coaching is vital in sports as well as in successful business ventures.

≥Start on an informal note by asking what each person did for the weekend. This practice allows team members to get to know each other as people and not just in their official capacity.

≥A manager places the well-being and success of their people above everything else.

≥There is a direct correlation between fun work environments and higher performance, with the conversation about family and fun being an easy way to achieve the former. Academics call this “socioemotional communication.” This tactic will ensure better decision-making.

≥She started her staff meetings with thank-yous—thanking another team member for something that happened last week. Communication is critical to a company’s success. A 2002 study from Southern Methodist University called it “knowledge commonality.” It helps the team perform better and is well worth the time it requires.

≥To improve relationships among team members, open team meetings with personal topics.


≥Have a structure for one-on-one meetings. A recommended framework in proper order is:
• Small talk (substantive conversations and not mere chatter)
• Performance on job requirements
• Relationship with peer groups
• Management and leadership
• Innovation (best practices)

≥When you ask people to talk about their top five topics, it helps you to know how they are prioritizing their time and effort.≥When you ask people to talk about their top five topics, it helps you to know how they are prioritizing their time and effort.

≥Good compensation endears people to the company's goals by demonstrating love and respect for the employees. A company exists to birth a product, and everything it does serves this purpose. So, when you fire someone, be gracious about it and generous to them.

≥Great coaches lie awake at night thinking about how to make you better. They relish creating an environment where you get more out of yourself.

≥The most important currency in a relationship is trust

≥Trust is a multifaceted concept. When you are willing to accept vulnerability because you believe others will behave well, then trust exists. Trust means you keep your word. It means loyalty. It means integrity and discretion. Trust makes disagreement easier.

≥When teams that trust each other have disagreements, those conflicts will be accompanied by less emotional rancor.


≥Be relentlessly truthful, couple negative feedback with caring, give immediate feedback, but privately, if negative.

≥Put square pegs in square holes

≥When picking the right players for a team, the top characteristics to look for are smarts and hearts—the ability to learn fast, a willingness to work hard, integrity, grit, empathy, and a team-first attitude. Peer relationships are also critical and often overlooked, so seek opportunities to pair people up on projects or decisions.

≥Communicate with your employees more often when things are not going well with the company. Teams want to see that their leaders are loyal, committed, and decisive.

≥Knowing and caring about the people you lead improves effectiveness.

≥To care about people, you have to ask about their lives outside of work, understand their families, and when things get rough, show up.

≥Cheer demonstrably for people and their successes. Campbell had a characteristic clap that came to be known as the BCC (Bill Campbell Clap). He gave five resounding claps to genuinely celebrate someone who had done something admirable or achieved success on a project.

≥Value people who have the most vision and passion for the company. Usually, there are people in the company, apart from the founder, who embody what the company stands for. These people maintain the heart and soul of the company even after the founder is long gone. They don’t show up on a balance sheet, income statement, or organizational chart, but they are invaluable.

≥High-performing teams have leaders who combine management with coaching effortlessly.

≥The path to success in a fast-moving, highly competitive, technology-driven business world is to form high-performing teams and give them the resources and freedom to do great things.

Morgan Holland

Great overview of Campbell + quite a few actionable nuggets

Neil Murray

Promised not to be a hagiography then proceeded to be exactly that.

Volkan Yorulmaz

Bill loved shining the spotlight on others but preferred to stay in the shadows himself.

Bill may have been correct in believing that success as a football coach depends on “dispassion,” but in business there is growing evidence that compassion is a key factor to success. And as it turned out, this notion of bringing compassion to the team worked much better for Bill in the business world than on the football field.

For more:
https://volkanyorulmaz.blogspot.com/2...

Omar

Bill Campbell's philosophy as a coach - focus on the team, have the right players. Treat people with respect.

Lance Willett

Summary: leaders lead. Succinct and story-filled primer on being a superb business executive, boss, and peer.

Two things I found most interesting in this book:

1. Initially Eric's pride got in the way when he was "told to get a coach." Maybe because he felt he didn’t want suggestions from outside the team.
2. The coach (Bill Campbell) is coaching the team as a community rather than thinking of each relationship as a 1-1, private exercise.

How might teams encourage an outside help without sacrificing pride and their own contributions?

I also loved the product leadership philosophy around giving people courage to solve issues instead of telling them exactly what to do.

Product Managers don’t tell engineers what features to build—instead, they describe the customer problem and let them solve it.

Andreas Holmer

A decent read about an extraordinary man. Lots of interesting stories about high-powered people.

Victoria Simansjah

Insightful and practical. From a perspective of a coach, where a manager must be able to coach before they can lead. Love the heart behind the book, truly passionate about people, and teamwork. Quick read.

Trillion Dollar Coach The Leadership Playbook from Silicon Valley's Bill Campbell

Reviews

Highlights