Trillion Dollar Coach

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Trillion Dollar Coach by Mind Map: Trillion Dollar Coach

1. 1 The Caddie end the CEO

1.1. Let's run it

1.2. Don't F... it up

2. 2 Your title makes you a manager Your people makes you a leader

2.1. IT's The People

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

2.2. Start with trip reports

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

2.3. 5 words on a whiteboard

2.3.1. Have a structure for 1:1s, and teke time to prepare for them, as they are the best way to help people be more effective and to grow

2.4. Bill's 1:1 Frame work

2.4.1. Performance on Job requirements

2.4.1.1. Could be sales figures

2.4.1.2. Could be product delivery or product milestones

2.4.1.3. Could be customer feedback on product qualiy

2.4.1.4. Could be budget numbers

2.4.2. Relationship with peer groups

2.4.2.1. Product and engineering

2.4.2.2. Marketing and product

2.4.2.3. Sales and engineering

2.4.3. Management / Leadership

2.4.3.1. Are you guiding/coaching your people?

2.4.3.2. Are you weeding out the bad ones?

2.4.3.3. Are you working hard at hiring?

2.4.3.4. Are you able tı get your people to do heroic things?

2.4.4. Innovation (Best practices-)

2.4.4.1. Are you constantly moving a head .... thinking about how to continually get better?

2.4.4.2. Are you constantly evaluating new technologies, new products, new practices

2.4.4.3. Do you measure yourself against the best in the industry/world ?

2.5. The throne behind the round table

2.5.1. 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 decision

2.6. Lead based on first principles

2.6.1. Define the "first principles" for the situation the immutable truth that are the foundation for the company or product, and help guide the decision from that principles

2.7. Manage the aberrant genius

2.7.1. Aberrant geniuses - high performing but difficult team members

2.7.2. 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

2.8. Money is not about money

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

2.9. Innovation is where the crazy people have stature

2.9.1. The purpose of the company is to bring a product vision to life.

2.9.2. All the other components are in service to product

2.10. Heads held high

2.10.1. If you have to let people go, be generous, treat them well, and celebrate their accomplishments

2.11. Bill on boards

2.11.1. It's the Ceo's job to manage boards, not the other way around

3. 3 Build an Envelope of Trust

3.1. Only coach the coachable

3.1.1. The traits that make a person coachable include honesty and humility, the willingness to persevere and work hard, and a constant openness to learning

3.2. Practice free form listening

3.2.1. 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 real issue

3.3. No gap between statements and fact

3.3.1. 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

3.4. Don't stick it in their ear

3.4.1. Don't tell people what to do; offer stories and help guide them to best decisions for them

3.5. Be the evangelist for courage

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

3.6. Full identity front and center

3.6.1. People are most effective when they van completely themseles and bring their full identity to work

4. Authors

4.1. Eric Schmidt

4.2. Jonathan Rosenberg

4.3. Alan Eagle

5. 4 Team First

5.1. Work the team, then the problem

5.1.1. When faced with a problem or opportunity, the first step is to ensure the right teams in place and working on it

5.2. Pick the right players

5.2.1. The top characteristics tıo look for are smarts and hearts: The Ability to learn fast, willingness to work hard, integrity, empathy, and a team-first attitude

5.3. Pair people

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

5.4. Peer feedback survey

5.4.1. Core Attriibutes

5.4.1.1. For the past 12 months, to what extent do you agree/disagree that each person

5.4.1.2. Core Attriibutes

5.4.1.3. Displayed extraordinary in-role performance

5.4.1.4. Exemplified world-class leadership

5.4.1.5. Achieved outcomes that were in the best interest of both Google as whole and his/her organization

5.4.1.6. Expanded the boundaries of what is possible for google through innovation and/or application of best practices

5.4.1.7. Collaborated effectively with peers and championed the same şb his/her team

5.4.1.8. Contributed effectively during senior team meetings

5.4.2. Product Leader Attributes

5.4.2.1. For the past 12 months, to what extent do you agree/disagree that each person demonstrated exemplary leadershşp in the following areas

5.4.2.2. Product vision

5.4.2.3. PRoduct Quality

5.4.2.4. Product execution

5.4.3. Open-text questions

5.4.3.1. What differentiates each SVP and makes him/her effective today?

5.4.3.2. What advice would you give each SVP to be more effective and/or have greater impact?

5.5. Get to the table

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

5.6. Solve the biggest problem

5.6.1. Identify the biggest problem, the "elephant in the room," bring it front and center and tackle

5.7. Don't let the bitch session last

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

5.8. Winning right

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

5.9. The leaders lead

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

5.10. Fill the gaps between people

5.10.1. listen, observe, and fill the communication and understanding gaps between people

5.11. Permission to be empathetic

5.11.1. leading teams becomes a lot more joyful, and the teams more effective, when you know and care about the people

6. 5 The Power of Love

6.1. Top Ten Billisms

6.1.1. 10 "You should have a shirt clean and burned"

6.1.2. 9 "You are dumb as a post"

6.1.3. 8 " He is one of the great horse's asses of our time"

6.1.4. 7 "You are numbnuts"

6.1.5. 6 "You couldn't run a five-flat forty-yard dash off a cliff"

6.1.6. 5 "You have got hands like feet"

6.1.7. 4 " You's fuck up a free lunch"

6.1.8. 3 " You are so fucked up you make me look good"

6.1.9. 2 " Don't fuck it up"

6.1.10. 1 "That's the sound of your head coming from your ass"

6.2. The lovely reset

6.2.1. To care about people you have o care about people: Ask about their lives outside of work, understand their families, and when things get rough, show up

6.3. Ther percussive clap

6.3.1. Cheer demonstrably for people and their successes

6.4. Always build communities

6.4.1. Build communities inside and outside of work, a place is much more stronger when people are connected

6.5. Help people

6.5.1. Help people with you time, connections, and other resources

6.6. Love the founders

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

6.7. The elevator chat

6.7.1. Loving colleagues in the wok place maybe challenging, so practice it until it becomes more natural

7. 6 The Yard Stick

7.1. When asked about his habit of eschewing compensation, bill would say that he had a different way of measuring his impact, His own kind of yardstick. I look all the people who have worked for me or who I have helped in some way, he would say, and II count up how many are great leaders now. That's how i measure success

7.2. What is the next decision

7.2.1. Be creative

7.2.1.1. Your post fifty years should be your most creative ones.

7.2.1.2. You have wisdom of experience and freedom to apply it where you want

7.2.2. Don't be a dilettante

7.2.2.1. Don't just do a portfolio of things

7.2.2.2. Whatever you get involved with, have accountability and consequence.

7.2.2.3. Drive it

7.2.3. Find people who have vitality

7.2.3.1. Surround yourself with them; engage with them. Often they will be younger

7.2.4. Apply your gifts

7.2.4.1. Figure out what you are uniquely good at, what sets you appart

7.2.4.2. And understand the things inside you that give you a sense of purpose

7.2.5. Don't waste time worrying about the future

7.2.5.1. Allow serendipity to play a role

7.2.5.2. Most of the turning points in life cannot be predicted or controlled

8. Videos

8.1. People, Leadership & Startups - Bill Campbell, Board Director of Intuit Inc. and Apple Inc.

8.1.1. People, Leadership & Startups - Bill Campbell, Board Director of Intuit Inc. and Apple Inc.

8.2. Coach of Silicon Valley

8.2.1. Coach of Silicon Valley

8.3. Steve Job's coach Bill Campbell

8.3.1. Steve Job's coach Bill Campbell

8.4. Blitzscaling 08: Eric Schmidt on Structuring Teams and Scaling Google

8.4.1. Blitzscaling 08: Eric Schmidt on Structuring Teams and Scaling Google

8.5. The coach of Silicon Valley - Bill Campbell

8.5.1. The coach of Silicon Valley - Bill Campbell

8.6. Google's Eric Schmidt, Jonathan Rosenberg and Alan Eagle On Leadership

8.6.1. Google's Eric Schmidt, Jonathan Rosenberg and Alan Eagle On Leadership

8.7. Intuit CEO Conversations with Brad Smith and Bill Campbell

8.7.1. Intuit CEO Conversations with Brad Smith and Bill Campbell