My Learnings from "Trillion Dollar Coach"

“Trillion Dollar Coach” is a book about Bill Campbell. He was a football coach turned business executive who mentored people like Steve Jobs, Eric Schmidt, Google founders, and a lot of other successful business executives. What made me interested in Bill is he was not a fancy business executive talking about visions and making PowerPoint. He was a no-bullshit executive who talked about people and operational excellence. I loved the book and today’s newsletter is about my top 12 learnings from “Trillion Dollar Coach”.

1. It’s the people: The highest priority of any manager is the well-being and success of his/her people. Bill understood and preached that the foundation of any successful organization is its people - their skills, their commitments, and their efforts. By prioritizing personal development, open communication, and trust, leaders can unlock the true potential of their teams. When people are given respect and responsibilities, they will generate tremendous value.
2. The throne behind the round table: A leader’s job is to break ties. He/she has to come forward whenever there is a deadlock and make the decision on how to move forward. The metaphor is about a culture of equality, where every voice is valued and every member feels empowered to contribute. This approach teaches us about inclusive leadership - a leader who can provide direction and make tough decisions yet does so with the input and respect of their team.
3. Money’s not about money: This statement shows Bill's understanding of the deeper role that compensation plays in a business context. Bill believed that how an organization handles compensation speaks volumes about its values. It's about appreciating the hard work and contributions of employees, fostering a sense of belonging, and creating an environment where people feel valued and motivated.
4. Heads held high: Bill championed the idea that the true strength of a team is reflected not only in its achievements but also in how its members perceive themselves and their contributions. But the reason the writers brought up this point was to reflect how Bill used to let people go with respect. Bill believed in terminating incompetent people on time but with respect. He believed sometimes you have to take people’s jobs but you should never take somebody’s respect.
5. Only coach the coachable: What makes a person coachable are honesty and humility, the willingness to persevere and work hard, and a constant openness to learning. Bill recognized that the true potential of coaching is unlocked only when individuals are open to feedback, willing to challenge their perspectives, and eager to grow both personally and professionally. This is a reminder for leaders and mentors that while their guidance can be invaluable, its effectiveness largely depends on the receptiveness and mindset of the person being coached.
6. Practice free-form listening: Listen to people with your full and undivided attention- don’t think ahead to what you are going to say next and ask questions to get to the real issue. Bill advocated for a listening style that is open and deeply attentive. By practicing this form of listening, leaders can gain deeper insights, encourage more honest and meaningful communication, and ultimately make more informed and empathetic decisions.
7. No gaps between statements and facts: Be relentlessly honest, couple negative feedback with caring, give feedback as soon as possible, and if the feedback is negative, deliver it privately. Always give feedback on time and don’t wait till the annual performance review meeting. Be respectful and candid while sharing the feedback to help, not to hurt.
8. Be the evangelist for courage: Believe in people more than they believe in themselves, and push them to be more courageous. By championing courage, leaders can create a culture where team members feel empowered to express innovative ideas, challenge the status quo, and take initiative. This approach is about more than just facing fears; it's about fostering an environment where risk-taking is appreciated and failures are viewed as stepping stones to success.
9. 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. Bill believed that the success of any organization hinges on having the right mix of individuals – those who not only possess the necessary skills and expertise but also align with the company's culture and values.
10. Leaders lead: When things are going bad, teams are looking for even more loyalty, commitment, and decisiveness from their leaders. True leadership involves more than just planning or delegation – it's about setting an example, being actively involved in the trenches, and steering the team through challenges and opportunities. Bill advocated for leaders to be visible, accessible, and decisively engaged in the day-to-day operations of their teams, especially when things get tough. He hated the leaders who throw their teams under the bus and steal all the credit when the team wins.
11. Fill the gaps between people: Listen, observe, and fill the communication and understanding gaps between people. Bill believed that a key aspect of leadership is to recognize and proactively address gaps, fostering a culture of collaboration and mutual understanding. This involves not just identifying and bridging differences in skills and knowledge but also smoothing over potential conflicts and misunderstandings that can arise from diverse viewpoints.
12. Help people: ?Be generous with your time, connections, and other resources. Bill viewed leadership not just as a role of authority but as an opportunity to positively impact the lives and careers of those around him. This meant offering support, guidance, and mentorship, and actively looking for ways to facilitate the success and well-being of the people around him. Bill believed that giving back and connecting people with opportunities is not just a responsibility but also a privilege.

As you are at the end of the newsletter, I want you to observe how many times I have used the word “People” here. That’s who Bill Campbell was; that’s what Bill’s legacy is.