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Trillion Dollar Coach: The Leadership Playbook of Silicon Valley's Bill Campbell (English Edition) Kindle电子书
#1 Wall Street Journal Bestseller
New York Times Bestseller
USA Today Bestseller
The team behind How Google Works returns with management lessons from legendary coach and business executive, Bill Campbell, whose mentoring of some of our most successful modern entrepreneurs has helped create well over a trillion dollars in market value.
Bill Campbell played an instrumental role in the growth of several prominent companies, such as Google, Apple, and Intuit, fostering deep relationships with Silicon Valley visionaries, including Steve Jobs, Larry Page, and Eric Schmidt. In addition, this business genius mentored dozens of other important leaders on both coasts, from entrepreneurs to venture capitalists to educators to football players, leaving behind a legacy of growing companies, successful people, respect, friendship, and love after his death in 2016.
Leaders at Google for over a decade, Eric Schmidt, Jonathan Rosenberg, and Alan Eagle experienced firsthand how the man fondly known as Coach Bill built trusting relationships, fostered personal growth—even in those at the pinnacle of their careers—inspired courage, and identified and resolved simmering tensions that inevitably arise in fast-moving environments. To honor their mentor and inspire and teach future generations, they have codified his wisdom in this essential guide.
Based on interviews with over eighty people who knew and loved Bill Campbell, Trillion Dollar Coach explains the Coach’s principles and illustrates them with stories from the many great people and companies with which he worked. The result is a blueprint for forward-thinking business leaders and managers that will help them create higher performing and faster moving cultures, teams, and companies.
- ASIN : B076ZHG3H3
- 出版社 : Harper Business (2019年4月16日)
- 出版日期 : 2019年4月16日
- 语言 : 英语
- 文件大小 : 7977 KB
- 标准语音朗读 : 已启用
- X-Ray : 已启用
- 生词提示功能 : 已启用
- 纸书页数 : 238页
- 亚马逊热销商品排名: 商品里排第82,226名Kindle商店 (查看商品销售排行榜Kindle商店)
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It's a bit less silly to expect that the authors would present a more nuanced perspective on the Coach though. The book doesn't dwell too much on Campbell's background or failings. Reading it, you'd think the only flaw the Coach ever had was his penchant for swear words - but don't be alarmed! He does it out of love, so it's all fine. I was hoping for a bit more meat on his failures: the unimpressive coaching career, the problems at Go - not least because this would help us learn alongside the Coach. The book breezes through Campbell's formative years and barely mentions his family. The Coach was born a fully-formed 40-year-old seasoned executive.
My second gripe with this book is the sometimes maddening lack of specificity in some of the situations Campbell helps adjudicate. In one such example, the book describes Campbell helping decide if a Google product should fall under one Googler's remit or under another's. We're never told what the product was, and the lesson falls flat as a result - the anecdote, stripped of its content, is too bland to truly land a punch.
That being said, I put this book down feeling weirdly warm and fuzzy. It's essentially a version of the eulogy that the authors didn't get the chance to put together before Campbell's memorial service - long by eulogy standards, but short by book standards (2h read). The Coach was clearly an outstanding man, whose guiding principles can be mostly summarized as "Be a good person". It all made me a tinge sad that I never got the chance to meet him.
For Bill, the job of a leader is to create a safe, fun, and even loving environment where everyone can grow into their most positive and inspired selves and make the biggest contributions to themselves, each other, and the world.
This book enables so many others now to benefit from Bill’s wisdom. It demystifies why he was so consistently successful, leading very different organizations and teams, and helping create a trillion dollars in market value. It does so by distilling Bill’s approach to leadership into about two dozen principles or practices that are each supported by anecdotes and stories that bring them to life. The stories simultaneously persuade you of the effectiveness of the principles and also help you figure out how to apply them yourself.
Some examples of these practices/principles include:
• It’s the people: The top priority of any manager is the well-being and success of her people.
• Money’s not about money: Compensating people well demonstrates love and respect and ties them strongly to the goals of the company.
• The throne behind the round table: 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.
• 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.
• 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.
• Heads held high: If you have to let people go, be generous, treat them well, and celebrate their accomplishments.
• 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.
• Be the evangelist for courage: Believe in people more than they believe in themselves, and push them to be more courageous.
• Full Identify front and center: People are most effective when they can be completely themselves and bring their full identity to work.
• 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.
• 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.
• Winning right: Strive to win, but always win right, with commitment, teamwork, and integrity.
• Permission to be empathetic: Leading teams becomes a lot more joyful, and the teams more effective, when you know and care about the people.
• 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.
• The percussive clap: Cheer demonstrably for people and their successes.
• 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.
• 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.
I’ve coached dozens of CEOs and taught many Stanford students on Positive Intelligence and how positivity is key to peak performance. Many initially push back with skepticism, pointing to how most of the famously successful leaders exhibit high degrees of controlling or egocentric behaviors. I’ve always countered with Bill Campbell as exhibit 1. Thanks to this great book, Exhibit 1 is now in vivid color and enables Bill to keep inspiring minds, touching hearts, and changing lives. Let Bill show you how maximum profit, maximum fun, maximum love, and maximum impact are all aligned and intertwined.