Citas de Simon Dunlop de “Trillion Dollar Coach”, Eric Schmidt,Jonathan Rosenberg,Alan Eagle

He saw it as a network of people, learning each other’s strengths and weaknesses, and learning to trust each other as a primary mechanism of achieving goals.”

PURPOSE OF A COMPANY IS TO BRING A PRODUCT VISION TO LIFE. ALL THE OTHER COMPONENTS ARE IN SERVICE TO PRODUCT.

ou 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.
This does not mean you let e

he purpose of a company is to take the vision you have of the product and bring it to life,” he said once at a conference. “Then you put all the other components around it—finance, sales, marketing—to get the product out the door an

MONEY’S NOT ABOUT MONEY
COMPENSATING PEOPLE WELL DEMONSTRATES LOVE AND RESPECT AND TIES THEM STRONGLY TO THE GOALS OF THE COMPANY.

Then, when you make the call, commit to it, and expect that everyone else do so as well. Dan Rosensweig, the CEO of Chegg, a digital learning platform company, once had a situation where he and his CFO had agreed on an important financial move, only to have the CFO try to back out because of a minor issue. Dan called Bill and asked, what should I do?

Bill told Dan about a similar situation he had once faced as CEO. Bill and his management team had decided on a particular strategy, but when Bill presented the strategy at the board meeting, his CFO, who had been on board with the plan, proclaimed that he didn’t agree with Bill. After the meeting, Bill asked the CFO to not come back. Even if he didn’t agree with the decision, he needed to commit to it. If he couldn’t, then he was no longer a member of the team.

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.15 The way to get the best idea, he believed, was to get all of the opinions and ideas out in the open, on the table for the group to discuss. Air the problem honestly, and make sure people have the opportunity to provide their authentic opinions, especially if they are dissenting. If the problem or decision at hand is more functional in nature (for example, primarily a marketing or finance decision), then the discussion should be led by the person with that functional expertise. When it is a broader decision cutting across multiple functional areas, then the team leader owns the discussion. Regardless, it should involve everyone’s point of view.

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?

5 WORDS ON A WHITEBOARD

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.

d do better.

From peer relationships, Bill would move on to teams. He always wanted to know, were we setting a clear direction for them, and constantly reinforcing it? Did we understand what they were doing? If they were off on something, we would discuss how we could course correct them and get them back on track. “Think that everyone who works for you is like your kids,” Bill once said. “Help them course correct, make them better.”

TART WITH TRIP REPORTS

TO BUILD RAPPORT AND BETTER RELATIONSHIPS AMONG TEAM MEMBERS, START TEAM MEETINGS WITH TRIP REPORTS, OR OTHER TYPES OF MORE

Marissa Mayer developed a variation of the trip report practice when she was CEO of Yahoo. Rather than trip reports, her staff meetings started with thank-yous. “My staff called it the family prayer. You have to thank another team for something that happened last week. You can’t thank yourself, and you can’t repeat what someone else said. This ends up being a nice way to recap the entire week.

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 repor

he 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.

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.

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.

l he became a good manager.”

So when we met Bill in our weekly coaching sessions, what we discussed first and foremost was management: operations and tactics. Bill rarely weighed in on strategic issues, and if he did, it was usually to make sure that there was a strong operating plan to accompany the strategy. What were the current crises? How quickly were we going to manage our way out of them? How was hiring going? How were we developing our teams? How were our staff meetings going? Were we getting input from everyone? What was being said, what wasn’t being said? He cared that the company was well run, and that we were improving as managers.

The problem is, it’s not possible or practical to hire a coach for every team in a company,