# Trillion Dollar Coach (Readwise) ## Metadata - Author: [[Eric Schmidt, Jonathan Rosenberg, Alan Eagle]] - Full Title: Trillion Dollar Coach - Category: #source/books ## Highlights - Foreword ([Location 21](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=21)) - to be a great manager, you have to be a great coach. After all, the higher you climb, the more your success depends on making other people successful. By definition, that’s what coaches do. ([Location 49](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=49)) - Whereas mentors dole out words of wisdom, coaches roll up their sleeves and get their hands dirty. They don’t just believe in our potential; they get in the arena to help us realize our potential. They hold up a mirror so we can see our blind spots and they hold us accountable for working through our sore spots. They take responsibility for making us better without taking credit for our accomplishments. ([Location 60](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=60)) - The five key factors could have been taken right out of Bill Campbell’s playbook. Excellent teams at Google had psychological safety (people knew that if they took risks, their manager would have their back). The teams had clear goals, each role was meaningful, and members were reliable and confident that the team’s mission would make a difference. You’ll see that Bill was a master at establishing those conditions: he went to extraordinary lengths to build safety, clarity, meaning, dependability, and impact into each team he coached. ([Location 72](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=72)) - Chapter 1 The Caddie and the CEO ([Location 86](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=86)) - THE CHAMPION FROM HOMESTEAD ([Location 102](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=102)) - Note: Section - TOO MUCH COMPASSION ([Location 119](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=119)) - Note: Section - LET’S RUN IT ([Location 153](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=153)) - Note: Section - THE GOOGLE COACH ([Location 217](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=217)) - Note: Section - BALLSY AND BRUNO ([Location 243](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=243)) - Note: Section - THE TRILLION DOLLAR COACH ([Location 298](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=298)) - Note: Section - There is another, equally critical, factor for success in companies: teams that act as communities, integrating interests and putting aside differences to be individually and collectively obsessed with what’s good for the company. ([Location 316](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=316)) - A 2014 study finds that it is the most insecure managers who are threatened by suggestions from others (in other words, coaching). So, conversely, publicly accepting a coach can actually be a sign of confidence. ([Location 341](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=341)) - the best coach for any team is the manager who leads that team. Being a good coach is essential to being a good manager and leader. Coaching is no longer a specialty; you cannot be a good manager without being a good coach. ([Location 363](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=363)) - an essential component of high-performing teams is a leader who is both a savvy manager and a caring coach. ([Location 369](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=369)) - In this book we will examine both what Bill coached—what were the things he told people to do—and how he coached—what was his approach. We break the what and how into four sections: how Bill got the details right in management skills ranging from one-on-one and staff meetings to handling challenging employees; how he built trust with the people he worked with; how he built and created teams; and finally, how he made it okay to bring love into the workplace. ([Location 370](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=370)) - Note: Summary of book - DON’T F*** IT UP ([Location 387](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=387)) - Note: Section - Chapter 2 Your Title Makes You a Manager. Your People Make You a Leader. ([Location 407](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=407)) - “How do you bring people around and help them flourish in your environment? It’s not by being a dictator. It’s not by telling them what the hell to do. It’s making sure that they feel valued by being in the room with you. Listen. Pay attention. This is what great managers do.” ([Location 454](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=454)) - “If you’re a great manager, your people will make you a leader. They acclaim that, not you.” ([Location 462](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=462)) - your title makes you a manager; your people make you a leader.” ([Location 468](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=468)) - IT’S THE PEOPLE ([Location 483](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=483)) - Note: Section - IT’S THE PEOPLE People are the foundation of any company’s success. The primary job of each manager is to help people be more effective in their job and to grow and develop. We have great people who want to do well, are capable of doing great things, and come to work fired up to do them. Great people flourish in an environment that liberates and amplifies that energy. Managers create this environment through support, respect, and trust. Support means giving people the tools, information, training, and coaching they need to succeed. It means continuous effort to develop people’s skills. Great managers help people excel and grow. Respect means understanding people’s unique career goals and being sensitive to their life choices. It means helping people achieve these career goals in a way that’s consistent with the needs of the company. Trust means freeing people to do their jobs and to make decisions. It means knowing people want to do well and believing that they will. ([Location 497](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=497)) - Ronnie Lott says, when talking about two coaches he worked closely with, Bill Walsh and Bill Campbell: “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. Coaches are like great artists getting the stroke exactly right on a painting. They are painting relationships. Most people don’t spend a lot of time thinking about how they are going to make someone else better. But that’s what coaches do. ([Location 521](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=521)) - THE TOP PRIORITY OF ANY MANAGER IS THE WELL-BEING AND SUCCESS OF HER PEOPLE. ([Location 528](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=528)) - START WITH TRIP REPORTS ([Location 530](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=530)) - Note: Section - Eric did one thing different from the norm, though: when everyone had come into the room and gotten settled, he’d start by asking what people did for the weekend, or, if they had just come back from a trip, he’d ask for an informal trip report. ([Location 533](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=533)) - The objectives were twofold. First, for team members to get to know each other as people, with families and interesting lives outside of work. And second, to get everyone involved in the meeting from the outset in a fun way, as Googlers and human beings, and not just as experts and owners of their particular roles. ([Location 541](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=541)) - TO BUILD RAPPORT AND BETTER RELATIONSHIPS AMONG TEAM MEMBERS, START TEAM MEETINGS WITH TRIP REPORTS, OR OTHER TYPES OF MORE PERSONAL, NON-BUSINESS TOPICS. ([Location 577](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=577)) - FIVE WORDS ON A WHITEBOARD ([Location 579](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=579)) - Note: Section - While Bill did have his top-five list of things to discuss, he didn’t write them on the whiteboard for all to see. Rather, he would hold them back, like a poker player holding his cards close to the vest. After talking about family and other nonwork stuff, Bill would ask Jonathan what his top five items were. Jonathan came to realize that this approach was Bill’s way of seeing how Jonathan was prioritizing his time and effort. If Bill led off with his list, Jonathan simply could have agreed with it. The discussion of the list was in itself a form of coaching ([Location 587](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=587)) - HAVE A STRUCTURE FOR 1:1s, AND TAKE THE TIME TO PREPARE FOR THEM, AS THEY ARE THE BEST WAY TO HELP PEOPLE BE MORE EFFECTIVE AND TO GROW. ([Location 632](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=632)) - BILL’S FRAMEWORK FOR 1:1s AND REVIEWS PERFORMANCE ON JOB REQUIREMENTS Could be sales figures Could be product delivery or product milestones Could be customer feedback or product quality Could be budget numbers RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world? ([Location 635](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=635)) - THE THRONE BEHIND THE ROUND TABLE ([Location 646](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=646)) - Note: Section - When his team was confronted with a challenging decision, Eric liked to use a management technique he called the “rule of two.” He would get the two people most closely involved in the decision to gather more information and work together on the best solution, and usually they would come back a week or two later having decided together on the best course of action. ([Location 649](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=649)) - Bill encouraged ensembles and always strived for a politics-free environment. A place where the top manager makes all decisions leads to just the opposite, because people will spend their time trying to convince the manager that their idea is the best. In that scenario, it’s not about the best idea carrying the day, it’s about who does the best job of lobbying the top dog. In other words, politics. Bill hated that. He believed in striving for the best idea, not consensus (“I hate consensus!” he would growl), intuitively understanding what numerous academic studies have shown: that the goal of consensus leads to “groupthink” and inferior decisions. ([Location 662](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=662)) - 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. ([Location 711](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=711)) - LEAD BASED ON FIRST PRINCIPLES ([Location 713](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=713)) - Note: Section - 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. ([Location 750](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=750)) - MANAGE THE ABERRANT GENIUS ([Location 752](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=752)) - Note: Section - managing these people is one of the bigger challenges of the job. He called them “aberrant geniuses,” and said, “You get these quirky guys or women who are going to be great differentiators for you. It is your job to manage that person in a way that doesn’t disrupt the company. They have to be able to work with other people. If they can’t, you need to let them go. They need to work in an environment where they collaborate with other people.” ([Location 755](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=755)) - Support them as they continue to perform, and minimize time spent fighting them. Instead, invest that energy in trying as hard as possible to coach them past their aberrant behavior. As long as you can do this successfully, the rewards can be tremendous: more genius, less aberrant. ([Location 759](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=759)) - Never put up with people who cross ethical lines: lying, lapses of integrity or ethics, harassing or mistreating colleagues. ([Location 768](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=768)) - 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. ([Location 794](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=794)) - MONEY’S NOT ABOUT MONEY ([Location 797](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=797)) - Note: Section - COMPENSATING PEOPLE WELL DEMONSTRATES LOVE AND RESPECT AND TIES THEM STRONGLY TO THE GOALS OF THE COMPANY. ([Location 806](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=806)) - INNOVATION IS WHERE THE CRAZY PEOPLE HAVE STATURE ([Location 807](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=807)) - Note: Section - Bill was a business guy, but he believed that nothing was more important than an empowered engineer. His constant point: product teams are the heart of the company. They are the ones who create new features and new products. ([Location 832](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=832)) - This was a constant theme from Bill and something he preached to us and others: if you have the right product for the right market at the right time, go as fast as you can. ([Location 838](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=838)) - One day, Bill was at a meeting with one of those product managers, who presented his engineers with a list of features he wanted them to build. Bill told the poor product manager, if you ever tell an engineer at Intuit which features you want, I’m going to throw you out on the street. You tell them what problem the consumer has. You give them context on who the consumer is. Then let them figure out the features. They will provide you with a far better solution than you’ll ever get by telling them what to build. ([Location 845](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=845)) - THE PURPOSE OF A COMPANY IS TO BRING A PRODUCT VISION TO LIFE. ALL THE OTHER COMPONENTS ARE IN SERVICE TO PRODUCT. ([Location 861](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=861)) - HEADS HELD HIGH ([Location 863](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=863)) - Note: Section - “When you fire someone, you feel terrible for about a day, then you say to yourself that you should have done it sooner. No one ever succeeds at their third chance.” ([Location 878](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=878)) - IF YOU HAVE TO LET PEOPLE GO, BE GENEROUS, TREAT THEM WELL, AND CELEBRATE THEIR ACCOMPLISHMENTS. ([Location 884](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=884)) - BILL ON BOARDS ([Location 886](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=886)) - Note: Section - A company that is honest with its board can be honest with itself, too; people learn that not only is it okay to frankly share bad news, it’s expected. ([Location 928](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=928)) - IT’S THE CEO’S JOB TO MANAGE BOARDS, NOT THE OTHER WAY AROUND. ([Location 940](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=940)) - this was a guy who went from college football coach to senior executive at a Fortune 500 company in less than five years. He was a superb business executive. And he did it through practicing the points covered in this chapter: operational excellence, putting people first, being decisive, communicating well, knowing how to get the most out of even the most challenging people, focusing on product excellence, and treating people well when they are let go. ([Location 942](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=942)) - Chapter 3 Build an Envelope of Trust ([Location 947](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=947)) - Perhaps the most important currency in a relationship—friendship, romantic, familial, or professional—is trust. ([Location 962](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=962)) - Trust means you keep your word. ([Location 971](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=971)) - Trust means loyalty. To each other, to your family and friends, and to your team and company. ([Location 973](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=973)) - Trust means integrity. Bill was always honest, and he expected the same in return. ([Location 975](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=975)) - Trust means discretion. ([Location 977](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=977)) - trust doesn’t mean you always agree; in fact, it makes it easier to disagree with someone. ([Location 988](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=988)) - ONLY COACH THE COACHABLE ([Location 1021](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1021)) - Note: Section - The traits of coachability Bill sought were honesty and humility, the willingness to persevere and work hard, and a constant openness to learning. ([Location 1046](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1046)) - Honesty and humility because a successful coaching relationship requires a high degree of vulnerability, much more than is typical in a business relationship. Coaches need to learn how self-aware a coachee is; they need to not only understand the coachee’s strengths and weaknesses, but also understand how well the coachee understands his or her own strengths and weaknesses. ([Location 1047](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1047)) - Humility, because Bill believed that leadership is about service to something that is bigger than you: your company, your team. ([Location 1053](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1053)) - THE TRAITS THAT MAKE A PERSON COACHABLE INCLUDE HONESTY AND HUMILITY, THE WILLINGNESS TO PERSEVERE AND WORK HARD, AND A CONSTANT OPENNESS TO LEARNING. ([Location 1067](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1067)) - PRACTICE FREE-FORM LISTENING ([Location 1069](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1069)) - Note: Section - this form of “respectful inquiry,” where the leader asks open questions and listens attentively to the response, is effective because it heightens the “follower’s” feelings of competence (feeling challenged and experiencing mastery), relatedness (feeling of belonging), and autonomy (feeling in control and having options). Those three factors are sort of the holy trinity of the self-determination theory of human motivation, ([Location 1098](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1098)) - 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. ([Location 1105](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1105)) - NO GAP BETWEEN STATEMENTS AND FACT ([Location 1107](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1107)) - Note: Section - Bill’s candor worked because we always knew it was coming from a place of caring. Former Googler Kim Scott, author of the excellent book Radical Candor, says that being a great boss means “saying what you really think in a way that still lets people know you care.” ([Location 1120](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1120)) - An important component of providing candid feedback is not to wait. “A coach coaches in the moment,” Scott Cook says. ([Location 1124](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1124)) - Bill’s feedback was in the moment (or very close to it), task specific, and always followed by a grin and a hug, all of which helped remove the sting. ([Location 1126](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1126)) - never embarrass someone publicly. ([Location 1129](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1129)) - 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. ([Location 1167](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1167)) - DON’T STICK IT IN THEIR EAR ([Location 1168](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1168)) - Note: Section - DON’T TELL PEOPLE WHAT TO DO; OFFER STORIES AND HELP GUIDE THEM TO THE BEST DECISIONS FOR THEM. ([Location 1195](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1195)) - BE THE EVANGELIST FOR COURAGE ([Location 1196](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1196)) - Note: Section - BELIEVE IN PEOPLE MORE THAN THEY BELIEVE IN THEMSELVES, AND PUSH THEM TO BE MORE COURAGEOUS. ([Location 1238](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1238)) - FULL IDENTITY FRONT AND CENTER ([Location 1239](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1239)) - Note: Section - PEOPLE ARE MOST EFFECTIVE WHEN THEY CAN BE COMPLETELY THEMSELVES AND BRING THEIR FULL IDENTITY TO WORK. ([Location 1261](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1261)) - Chapter 4 Team First ([Location 1271](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1271)) - WORK THE TEAM, THEN THE PROBLEM ([Location 1343](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1343)) - Note: Section - WHEN FACED WITH A PROBLEM OR OPPORTUNITY, THE FIRST STEP IS TO ENSURE THE RIGHT TEAM IS IN PLACE AND WORKING ON IT. ([Location 1372](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1372)) - Note: I really need to hear this. As a problem solver, stepping away from this should be my core concern. - PICK THE RIGHT PLAYERS ([Location 1374](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1374)) - Note: Section - He looked for commitment, to the cause and not just to their own success. Team first! You need to find, as Sundar Pichai says, “people who understand that their success depends on working well together, that there’s give-and-take—people who put the company first.” Whenever Sundar and Bill found people like that, Sundar says, “we would cherish them.” ([Location 1389](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1389)) - 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. ([Location 1459](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1459)) - PAIR PEOPLE ([Location 1461](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1461)) - Note: Section - PEER RELATIONSHIPS ARE CRITICAL AND OFTEN OVERLOOKED, SO SEEK OPPORTUNITIES TO PAIR PEOPLE UP ON PROJECTS OR DECISIONS. ([Location 1476](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1476)) - THE PEER FEEDBACK SURVEY ([Location 1478](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1478)) - Note: Section - GET TO THE TABLE ([Location 1499](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1499)) - Note: Section - WINNING DEPENDS ON HAVING THE BEST TEAM, AND THE BEST TEAMS HAVE MORE WOMEN. ([Location 1557](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1557)) - SOLVE THE BIGGEST PROBLEM ([Location 1559](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1559)) - Note: Section - IDENTIFY THE BIGGEST PROBLEM, THE “ELEPHANT IN THE ROOM,” BRING IT FRONT AND CENTER, AND TACKLE IT FIRST. ([Location 1588](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1588)) - DON’T LET THE BITCH SESSIONS LAST ([Location 1590](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1590)) - Note: Section - AIR ALL THE NEGATIVE ISSUES, BUT DON’T DWELL ON THEM. MOVE ON AS FAST AS POSSIBLE. ([Location 1625](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1625)) - WINNING RIGHT ([Location 1627](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1627)) - Note: Section - STRIVE TO WIN, BUT ALWAYS WIN RIGHT, WITH COMMITMENT, TEAMWORK, AND INTEGRITY. ([Location 1671](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1671)) - LEADERS LEAD ([Location 1672](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1672)) - Note: Section - Leaders lead, he told him. You can’t afford to doubt. You need to commit. You can make mistakes, but you can’t have one foot in and one foot out, because if you aren’t fully committed then the people around you won’t be, either. If you’re in, be in. ([Location 1682](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1682)) - Failure is a good teacher, and Bill learned from these experiences that loyalty and commitment are easy when you are winning and much harder when you are losing. But that’s, as Dan’s story highlights, when loyalty, commitment, and integrity are even more important. When things are going badly, teams need even more of those characteristics from their leaders. ([Location 1688](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1688)) - WHEN THINGS ARE GOING BAD, TEAMS ARE LOOKING FOR EVEN MORE LOYALTY, COMMITMENT, AND DECISIVENESS FROM THEIR LEADERS. ([Location 1713](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1713)) - FILL THE GAPS BETWEEN PEOPLE ([Location 1715](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1715)) - Note: Section - So what would Bill do? First, he would listen and observe. This is the power of coaching in general: the ability to offer a different perspective, one unaffected by being “in the game.” ([Location 1728](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1728)) - Bill often didn’t voice an opinion about which way a decision would go—he just pushed for the decision to be made. ([Location 1772](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1772)) - LISTEN, OBSERVE, AND FILL THE COMMUNICATION AND UNDERSTANDING GAPS BETWEEN PEOPLE. ([Location 1778](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1778)) - PERMISSION TO BE EMPATHETIC ([Location 1779](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1779)) - Note: Section - He focused on the team and not the problem, and the team responded. ([Location 1798](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1798)) - LEADING TEAMS BECOMES A LOT MORE JOYFUL, AND THE TEAMS MORE EFFECTIVE, WHEN YOU KNOW AND CARE ABOUT THE PEOPLE. ([Location 1805](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1805)) - Chapter 5 The Power of Love ([Location 1814](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1814)) - TOP TEN “BILLISMS” ([Location 1858](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1858)) - Note: Section - THE LOVELY RESET ([Location 1872](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1872)) - Note: Section - 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. ([Location 1945](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1945)) - THE PERCUSSIVE CLAP ([Location 1948](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1948)) - Note: Section - With one gesture, a short outburst of enthusiastic clapping, he would both tell the team that he loved their work, giving them all a big pat on the back, and keep things moving. Bill’s raucous cheerleading didn’t just signal his approval, it generated momentum among the entire group in the room. What a brilliant technique! ([Location 1960](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1960)) - CHEER DEMONSTRABLY FOR PEOPLE AND THEIR SUCCESSES. ([Location 1975](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1975)) - ALWAYS BUILD COMMUNITIES ([Location 1977](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=1977)) - Note: Section - BUILD COMMUNITIES INSIDE AND OUTSIDE OF WORK. A PLACE IS MUCH STRONGER WHEN PEOPLE ARE CONNECTED. ([Location 2041](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=2041)) - HELP PEOPLE ([Location 2043](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=2043)) - Note: Section - BE GENEROUS WITH YOUR TIME, CONNECTIONS, AND OTHER RESOURCES. ([Location 2083](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=2083)) - LOVE THE FOUNDERS ([Location 2085](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=2085)) - Note: Section - Bill considered operational excellence to be very important. But when we reduce company leadership to its operational essence, we negate another very important component: vision. Many times operating people come in, and though they may run the company better, they lose the heart and soul of the company, the vision that is going to take it forward. This is where founders excel. Bill loved founders, not just for the chutzpah they possess to try entrepreneurship in the first place, but for the vision they have for the company, and the love they have for it. ([Location 2104](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=2104)) - HOLD A SPECIAL REVERENCE FOR—AND PROTECT—THE PEOPLE WITH THE MOST VISION AND PASSION FOR THE COMPANY. ([Location 2131](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=2131)) - THE ELEVATOR CHAT ([Location 2132](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=2132)) - Note: Section - The principles we outline in this book may not feel natural, but they can be learned. The key is pushing yourself to do it. When you’re in that elevator, passing someone in the hallway, or seeing a group from your team in the cafeteria, take a moment to stop and chat. Bruce’s lines are as good a starter as any: “How’s it going? What are you working on?” In time, it becomes natural. ([Location 2142](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=2142)) - LOVING COLLEAGUES IN THE WORKPLACE MAY BE CHALLENGING, SO PRACTICE IT UNTIL IT BECOMES MORE NATURAL. ([Location 2148](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=2148)) - Chapter 6 The Yardstick ([Location 2167](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=2167)) - “If you’ve been blessed, be a blessing.” ([Location 2263](https://readwise.io/to_kindle?action=open&asin=B076ZHG3H3&location=2263))