Who is your coach?

Trillion Dollar Coach by Eric Schmidt, Jonathan Rosenberg, and Alan Eagle

For anyone that wants to be a better coach, mentor, manager, or leader this is a must read. Trillion Dollar Coach provides timeless principles.

The title of the book refers to Bill Campbell's selflessly coaching of 80 of the greatest students of Silicon Valley companies Google, Apple and was instrumental in trillion dollars market value. Just a few of his students included Steve Jobs, Eric Schmidt, and Sundar Pichai.

Bill Campbell “the Coach” of Silicon Valley super stars provided a perspective like no other. His greeting was a bear hug. He cussed plenty. He was a former Columbia University football coach. As a coach, he provided the insight to form high functioning teams where caring, love, integrity, and brutal honest was part of leadership.

Bill did all his coaching pro bono and refused to ever take any stock for Google. Here are 33 principles from Trillion Dollar Coach that Eric Schmidt has shared on LinkedIn Slideshare.

Your title makes you a manager, your people make you a leader.

To be a good leader, you first need to be a good manager. Accrue respect, don’t demand it.

It’s the people.

The top priority of any manger is the well-being and success of her people.

Start with trip reports.

To build rapport and better relationships among team members, start team meetings with trip reports or other types of personal, non-business topics.

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.

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.

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.

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.

Money’s not just about the money.

Compensating people well demonstrates love and respect and ties them strongly to the goals of the company.

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.

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.

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.

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.

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.

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.

Be the evangelist for courage.

Believe in people more than they believe in themselves and push them to be more courageous.

Full Identity front and center.

People are most effective when they can be completely themselves and bring their full identity to work.

Team first.

Team is paramount, so the most important thing to look for in people is a team-first attitude.

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.

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.

Pair people.

Peer relationships are critical and often overlooked, so seek opportunities to pair people up on projects or decisions.

Get to the table.

Winning depends on having the best team, and the best teams have more women.

Solve the biggest problem.

Identify the biggest problem, the “elephant in the room,” bring it front and center, and tackle it first.

Don’t let the bitch sessions last.

Air all the negative issues, but don’t dwell on them. Move on as fast as possible.

Winning right.

Strive to win, but always win right, with commitment, teamwork, and integrity.

Leaders lead.

When things are going bad, teams are looking for even more loyalty, commitment, and decisiveness from their leaders.

Fill the gaps between people.

Listen, observe, and fill the communication and understanding gaps between people.

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.

To care about people, you have to care about people.

Ask about their lives outside of work, understand their families, and when things get rough, show up.

Cheer demonstrably for people and their success.

Don’t just sit there, stand up and show them the love for the work they are doing. Clap loudly. Whistle and cheer. Energize people and keep them moving.

Always build community.

Build communities inside and outside of work. A place is much stronger when people are connected.

Help people.

Be generous with your time, connections, and other resources.

Love the founders.

Hold a special reverence for—and protect—the people with the most vision and passion for the company.

Build relationships whenever you can.

When you’re in the elevator, passing someone in the hallway, or see your teammates in the cafeteria, take the time to stop and chat.

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