His principle every time: love the founders, and ensure they stay engaged in a meaningful way regardless of their operating role.
Eric Schmidt, Jonathan Rosenberg, Alan Eagle in Trillion Dollar Coach
I lead teams at the intersection of strategy and design. Autodidact. Polymath. Barbecue acolyte. I start fires (the good kind).
His principle every time: love the founders, and ensure they stay engaged in a meaningful way regardless of their operating role.
Eric Schmidt, Jonathan Rosenberg, Alan Eagle in Trillion Dollar Coach
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.
Eric Schmidt, Jonathan Rosenberg, Alan Eagle in Trillion Dollar Coach
When his team was confronted with a challenging decision, Eric liked to use a management technique he called the “rule of two.” He would get the two people most closely involved in the decision to gather more information and work together on the best solution, and usually they would come back a week or two later having decided together on the best course of action. The team almost always agreed with their recommendation, because it was usually quite obvious that it was the best idea. The rule of two not only generates the best solution in most cases, it also promotes collegiality. It empowers the two people who are working on the issue to figure out ways to solve the problem, a fundamental principle of successful mediation.
Eric Schmidt, Jonathan Rosenberg, Alan Eagle in Trillion Dollar Coach
it’s a manager’s job to push the team to be more courageous. Courage is hard. People are naturally afraid of taking risks for fear of failure. It’s the manager’s job to push them past their reticence. Shona Brown, a longtime Google executive, calls it being an “evangelist for courage.”
Eric Schmidt, Jonathan Rosenberg, Alan Eagle in Trillion Dollar Coach
As managers, we tend to focus on the problem at hand. What is the situation? What are the issues? What are the options? And so on. These are valid questions, but the coach’s instinct is to lead with a more fundamental one. Who was working on the problem? Was the right team in place? Did they have what they needed to succeed? “When I became CEO of Google,” Sundar Pichai says, “Bill advised me that at that level, more than ever before, you need to bet on people. Choose your team. Think much harder about that.”
Eric Schmidt, Jonathan Rosenberg, Alan Eagle in Trillion Dollar Coach
Bill looked for four characteristics in people. The person has to be smart, not necessarily academically but more from the standpoint of being able to get up to speed quickly in different areas and then make connections. Bill called this the ability to make “far analogies.” The person has to work hard, and has to have high integrity. Finally, the person should have that hard-to-define characteristic: grit. The ability to get knocked down and have the passion and perseverance to get up and go at it again.
Eric Schmidt, Jonathan Rosenberg, Alan Eagle in Trillion Dollar Coach