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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:
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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.
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4 . 02
It’s the people.
The top priority of any manager is the
well-being and success of her people.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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17 . 15
Be the evangelist for courage.
Believe in people more than they believe in
themselves, and push them to be more courageous.
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18 . 16
Full identity front and center.
People are most effective when they can be
completely themselves and bring their full
identity to work.
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19 . 17
Team first.
Team is paramount, so the most
important thing to look for in people
is a team-first attitude.
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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.
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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.
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22 .20
Pair people.
Peer relationships are critical
and often overlooked, so seek
opportunities to pair people
up on projects or decisions.
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23 . 21
Get to the table.
Winning depends on having the
best team, and the best teams
have more women.
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24 .22
Solve the biggest problem.
Identify the biggest problem, the “elephant
in the room”, bring it front and center, and
tackle it first.
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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.
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26 .24
Winning right.
Strive to win, but always win right, with
commitment, teamwork, and integrity.
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27 .25
Leaders lead.
When things are going bad, teams are
looking for even more loyalty, commitment,
and decisiveness from their leaders.
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28 . 26
Fill the gaps between people.
Listen, observe, and fill the communication
and understanding gaps between people.
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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.
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