Trillion Dollar Coach Open-sourcing the leadership playbook of Silicon Valley

比尔·坎贝尔(Bill Campbell)帮助建立了硅谷一些最伟大的公司-包括Google,苹果和Intuit-并创造了超过一万亿美元的市值。比尔曾任大学足球运动员和教练,曾指导史蒂夫·乔布斯,拉里·佩奇和埃里克·施密特等有远见的人,并在两岸领导了数十名领导人。当他于2016年去世时,“教练”留下了成长中的公司和成功人士的遗产,以及丰富的尊重,友谊和爱心。

从Google的优势出发,埃里克·施密特(Eric Schmidt),乔纳森·罗森伯格(Jonathan Rosenberg)和艾伦·伊格尔(Alan Eagle)亲身经历了比尔如何建立信任关系,促进个人成长,注入勇气,强调卓越运营并发现了在快速变化的环境中不可避免地产生的紧张局势。为了表彰他们的导师,并启发和教导子孙后代,他们在本重要指南中整理了他的智慧。

Trillion Dollar教练根据对80多位认识和喜爱Bill Campbell的人的采访,解释了教练的原则,并通过与他一起工作和工作过的伟大公司和人的故事来说明。结果是具有远见的业务领导者和经理的蓝图,这将帮助他们创建绩效更高,动作更快的团队和公司。

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1.Trillion Dollar Coach Open-sourcing the leadership playbook of Silicon Valley’s Bill Campbell By Eric Schmidt, Jonathan Rosenberg, and Alan Eagle T RILLIO N DOLLARCOACH.CO M APRI L 2 019

2.At Apple, Google, Intuit and startups throughout Silicon Valley, the late Bill Campbell built teams and communities that delivered well over one trillion dollars in market value. How did he do it? Here are Bill’s principles: 2 / 36 APRI L 2 019

3. 01 Your title makes you a manager, your people make you a leader. To be a good leader you need to first be an excellent manager. Accrue respect, don’t demand it. 3 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

4. 02 It’s the people. The top priority of any manager is the well-being and success of her people. 4 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

5.03 Start with trip reports. To build rapport and better relationships among team members, start team meetings with trip reports or other types of more personal, non-business topics. 5 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

6. 04 5 words on a white board. Have a structure for one-on-one’s and take the time to prepare for them, as they are the best way to help people be more effective and to grow. 6 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

7.05 Best idea, not consensus. The manager’s job is to run a decision-making process that ensures all perspectives get heard and considered, and, if necessary, to break ties and make the decision. 7 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

8.06 Lead based on first principles. Define the “first principles” for the situation, the immutable truths that are the foundation for the company or product, and help guide the decision from those principles. 8 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

9. 07 Manage the Aberrant Genius. “Aberrant geniuses”-high performing but difficult team members - should be tolerated and even protected, as long as their behavior isn’t unethical or abusive and their value outweighs the toll their behavior takes on management, colleagues, and teams. 9 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

10.08 Money’s not just about the money. Compensating people well demonstrates love and respect and ties them strongly to the goals of the company. 1 0 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

11. 09 Innovation is where the crazy people have stature. The purpose of a company is to bring a product vision to life. All the other components are in service to product. 1 1 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

12. 10 Build an envelope of trust. Listen intently, practice complete candor, and be an evangelist for courage by believing in people more than they believe in themselves. 12 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

13.11 Only coach the coachable. The traits that make a person coachable include honesty and humility, the willingness to persevere and work hard, and a constant openness to learning. 1 3 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

14. 12 Practice free-form listening. Listen to people with your full and undivided attention-don’t think ahead to what you’re going to say next -and ask questions to get to the real issue. 14 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

15.13 No gap between statements and fact. Be relentlessly honest and candid, couple negative feedback with caring, give feedback as soon as possible, and if the feedback is negative deliver it privately. 1 5 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

16.14 Don’t stick it in their ear. Don’t tell people what to do, offer stories and help guide them to the best decisions for them. 16 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

17. 15 Be the evangelist for courage. Believe in people more than they believe in themselves, and push them to be more courageous. 17 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

18. 16 Full identity front and center. People are most effective when they can be completely themselves and bring their full identity to work. 1 8 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

19. 17 Team first. Team is paramount, so the most important thing to look for in people is a team-first attitude. 1 9 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

20.18 Work the team, then the problem. When faced with a problem or opportunity, the first step is to ensure the right team is in place and working on it. 20 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

21. 19 Pick the right players. 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. 21 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

22.20 Pair people. Peer relationships are critical and often overlooked, so seek opportunities to pair people up on projects or decisions. 2 2 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

23. 21 Get to the table. Winning depends on having the best team, and the best teams have more women. 23 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

24.22 Solve the biggest problem. Identify the biggest problem, the “elephant in the room”, bring it front and center, and tackle it first. 2 4 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

25. 23 Don’t let the bitch sessions last. Air all the negative issues, but don’t dwell on them. Move on as fast as possible. 25 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

26.24 Winning right. Strive to win, but always win right, with commitment, teamwork, and integrity. 2 6 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

27.25 Leaders lead. When things are going bad, teams are looking for even more loyalty, commitment, and decisiveness from their leaders. 27 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

28. 26 Fill the gaps between people. Listen, observe, and fill the communication and understanding gaps between people. 28 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019

29. 27 It’s OK to love. The people on your team are people, and the team becomes stronger when you break down the walls between the professional and human personas and embrace the whole person with love. 29 / 36 TR I L L I O N D O L L A R COAC H APRI L 2 019