LEADERSHIP LIBRARY

IN BRIEF

This book tells the story of Bill Campbell, an executive coach at Google and board member of Apple, and mentor to many others in Silicon Valley. The book is mostly recollections of those who worked with Bill, but there are insights embedded in his Principles.  

Bill’s Principles

It’s the People 

“The top priority of any manager is the well-being and success of her people.” (p. 41)

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.” (p. 45)

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.” (p. 50)

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.” (p. 57)

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.” (p. 60)

Manage the Aberrant Genius

“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.” (p. 64)

Money’s Not about Money 

“Compensating people well demonstrated love and respect and ties them strongly to the goals of the company.” (p. 65)

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.” (p. 70)

Heads Held High 

“If you have to let people do, be generous, treat them well, and celebrate their accomplishments.” (p. 72)

Bill on Boards 

“It’s the CEO’s job to manage boards, not the other way around.” (p. 77)

No Gap Between Statements and Fact

“Be relentless honest and candid, couple negative feedback with caring, give feedback as soon as possible, and if the feedback is negative, deliver it privately.” (p. 97)

Don’t Stick It in Their Ear

“Don’t tell people what to do; offer stories and help guide them to the best decisions for them.” (p. 99)

Be the Evangelist for Courage

“Believe in people more than they believe in themselves, and push them to be more courageous.” (p. 103)

Full Identity Front and Center

“People are most effective when they can be completely themselves and bring their full identity to work.” (p. 105)

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.” (p. 115)

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.” (p. 123)

Pair People

“Peer relationships are critical and often overlooked, so seek opportunities to pair people up on projects or decisions.” (p. 124)

Get to the Table

“Winning depends on having the best team, and the best teams have more women.” (p. 131)

Solve the Biggest Problem

“Identify the biggest problem, the ‘elephant in the room,’ bring it front and center, and tackle it first.” (p. 134)

Don’t Let the Bitch Sessions Last

“Air all the negative issues, but don’t dwell on them. Move on as fast as possible.” (p. 137)

Winning Right

“Strive to win, but always win right, with commitment, teamwork, and integrity.” (p. 141)

Leaders Lead

“When things are going bad, teams are looking for even more loyalty, commitment, and decisiveness from their leaders.” (p. 144)

Fill the Gaps Between People

“Listen, observe, and fill the communication and understanding gaps between people.” (p. 150)

Permission to be Empathetic

“Leading teams becomes a lot more joyful, and teams more effective, when you know and care about the people.” (p. 152)

The Lovely Reset 

“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.” (p. 165)

The Percussive Clap 

“Cheer demonstrably for people and their successes.” (p. 168)

Always Build Communities 

“Build communities inside and outside of work. A place is much stronger when people are connected.” (p. 173)

Help People 

“Be generous with your time, connections, and other resources.” (p. 177)

Love the Founders

“Hold a special reverence for—and protect—the people with the most vision and passion for the company.” (p. 181)

The Elevator Chat

“Loving colleagues in the workplace may be challenging, so practice it until it becomes more natural.” (p. 182)

Quotables

“To balance the tension and mold a team into a community, you need a coach, someone who works not only with individuals but also with the team as a whole...” (p. 24)

“Coaching is no longer a specialty; you cannot be a good manager with being a good coach.” (p. 26)

“These engineers liked being managed, as long as their manager was someone from whom they could learn something, and someone who helped make decisions.” (p. 33)

“If you’re a great manager, your people will make you a leader. They acclaim that, not you.” (p. 35)

“Compensation isn’t just about the economic value of the money; it’s about the emotional value. It’s a signaling device for recognition, respect, and status, and it ties people strongly to the goals of the company.” (p. 65)

“The ultimate objective of product teams is to create great product market fit. If you have the right product for the right market at the right time, then do full steam ahead.” (p. 68)

“So, when you’re losing, recommit to cause.” (p. 143)

“...leading teams becomes a lot more joyful when you know and care about people.” (p. 150)

“To care about people you have to care about people.” (p. 160)