Successful Coaching in Leadership: Seven Lessons from the ‘Trillion Dollar Coach’

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Bill Campbell was once described as the “Silicon Valley’s best kept secret” by Fortune.

Bill was a former American Football Coach who became so influential that he worked regularly coaching Steve Jobs and the founders of Google.

The ‘Trillion Dollar Coach’ is written by former CEO of Google, Eric Schmidt, Former Snr Vice President of Google Jonathan Rosenberg, and Director of Google Alan Eagle.

All three of the authors have worked with Bill Campbell throughout their careers and time working at Google and describe the impact the Bill had on the company by saying:

“We can say, without a doubt, that Bill Campbell was one of the people most integral to Google’s success. Without him, the company would not be where it is today.”

Here are 7 lessons that I have taken from the book and from Bill Campbell’s leadership and coaching skills.

1. The difference between a mentor and a coach

“Whereas mentors dole out words of wisdom, coaches roll up their sleeves and get their hands dirty. They don’t just believe in our potential; they get in the arena to help us realize our potential.”

2. The power of listening and being honest

“Scholars would describe Bill’s approach-listening, providing honest feedback, demanding candour as “relational trans-parency,” which is a core characteristic of “authentic leadership.”

3. Solving problems as a team

“His first instinct was always to work the team, not the problem. In other words, he focused on the team’s dynamics, not on trying to solve the team’s particular challenges. That was their job. His job was team building, assessing people’s talents, and finding the doers.”

4. Working towards shared goals

“There is another, equally critical, factor for success in companies: teams that act as communities, integrating interests and putting aside differences to be individually and collectively obsessed with what’s good for the company.”

5. Telling stories to pass on information

“Bill coached me to tell stories. When people understand the story they can connect to it and figure out what to do. You need to get people to buy in.“

6. Invest in making people better

“Most people don’t spend a lot of time thinking about how they are going to make someone else better. But that’s what coaches do.”

7. Human connection creates empathy

“Bill’s approach was to make the human connection first, then approach the work with that understanding.”

Throughout the book, i turned every page waiting to read the moment that describes the skill that Bill Campbell had that made him so unique.

But it never happened.

The truth is, that the majority of the things that Bill did were basic skills that we can all do; listening, building strong teams, creating communities within teams, telling stories for impact, taking time to make people better and connecting with people on a human level.

The final lesson that I took from the book was:

“Being a good coach is essential to being a good manager and leader. Coaching is no longer a specialty; you cannot be a good manager without being a good coach.”

I’ve dipped in and out of this book for years and noted pages and pages of quotes that I regularly reference back to when working with clients.

Feedback: Put the sh*t sandwich in the bin 🚮

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Having worked in the training, learning and development industry for nearly 10 years, I have been in plenty of positions where I need to tell someone something that I don’t think they’re going to want to hear. It can be uncomfortable, it can feel awkward and sometimes, you don’t know how the person will react.

The old school tried and tested way of doing this is commonly known as ‘the shit sandwich’. This is when you tell the person something good, give them the ‘negative feedback’ bit and then finish off by telling them something good again.

While there are numerous ways to offer feedback, the conventional “good-bad-good” approach is not necessarily ineffective. However, I have concerns that this method may be too simplistic and can lead to feedback losing its significance and intended impact. It is crucial to avoid the temptation of relying solely on this approach and ensure that feedback is always thoughtful and purposeful.

Feedback is fuel

It is widely recognised that feedback is crucial in all areas of performance, be it professional or personal. Whether it applies to work, sports, or any task, feedback is instrumental in identifying areas of improvement and enhancing overall performance.

However, providing feedback can be a daunting task. This is why we tend to delay it and reserve it for specific occasions, such as annual or quarterly appraisals and performance reviews. Unfortunately, both the giver and the recipient of feedback often dread these meetings. The giver may struggle with how to deliver the feedback constructively, while the recipient may feel anxious about the impending conversation and may already be planning their response.

Feedback should be continuous. In my recent post about the transformation of culture at Toulouse FC, the staff within the organisation requested more feedback to create an environment where they were allowed to fail. They didn’t want to hear feedback when it was too late to act upon it. In their book ‘Trillion Dollar Coach – The leadership playbook of Silicon Valley’s Bill Campbell’ Eric Schmidt, Jonathan Rosenberg and Alan Eagle discuss the legendary Bill Campbell’s approach to giving feedback;

“An important component of providing candid feedback is not to wait ‘A coach coaches in the moment,’ Scott Cook says. ‘It’s more real and more authentic, but so many leaders shy away from that.’ Many managers wait until performance reviews to provide feedback, which is often too little, too late. Bill’s feedback was in the moment (or very close to it), task specific and always followed by a grin and a hug, all of which helped remove the sting.” 

It’s important to note the last bit about removing the ‘sting’ of feedback. People will respond to feedback in different ways, and it can be painful to receive. Especially if the feedback has been candid and to the point.

Feedback vs Criticism

One thing that bothers me is when people mask criticism as “constructive” feedback. While the intention behind such criticism may be well-meaning, it may not necessarily be constructive for the person on the receiving end. At the end of the day, criticism is still criticism. In his book “Coaching for Performance,” Sir John Whitmore highlights that excessive criticism can lead to damaged relationships. Criticism is a negative way of communicating and hinders the learning process.

When we are too quick to criticise, we inadvertently create a culture of blame, fear, and judgment. People feel threatened when subjected to criticism, which can lead to conflicts. In a blame culture, individuals may hesitate to use their own initiative to improve, while judgment can stifle creativity. Labeling criticism as “constructive” does not change the underlying negative connotation associated with it. Whether criticism is constructive or not, it can still evoke a defensive reaction in individuals.

In the book “Trillion Dollar Coach,” a key takeaway was Bill Campbell’s ability to provide direct and honest feedback to his teams and individuals. This was made possible because he had fostered a safe and comfortable environment for feedback. Campbell took the time to build personal relationships with the people he coached and worked with. This allowed him to know what he could say and how individuals would respond to his feedback. Under his leadership, teams developed a culture of openness and continuous feedback. They were able to provide feedback to one another and critically analyse their own performances.

Psychological Safety

Prior to delivering feedback, it is important to ensure that the environment is conducive to receiving it. This could mean providing feedback privately or in front of peers, depending on the situation. Being aware of the individual or group dynamics is crucial in determining how feedback should be given and how it might be received.

Establishing a culture where feedback is a regular part of team interactions, rather than just in response to mistakes or performance reviews, can have a significant impact on individual and group performance. By fostering a psychologically safe environment, team members feel comfortable sharing ideas, admitting mistakes, and taking risks. This is essential for learning and development, as it allows individuals to give and receive feedback without fear of criticism. Such an environment encourages open and honest feedback on individual performance, leading to continuous improvement.

High performing teams are full of continual feedback, peer to peer feedback and openness on their own feedback. One of the key tools that I am now using is the ‘PPCo feedback and evaluation tool’.

  • Pluses 
  • Potential 
  • Concerns
  • Overcome concerns 

This technique originates back to the early 1980’s and is credited to Diane Foucar-Szocki, Bill Shephard and Roger Firestein. 

A feedback technique that can leave individuals feeling motivated and clear on what they need to do is to identify the positives, explore potential areas for growth, collaborate on concerns, and focus on ways to overcome those concerns. It is recommended that individuals use this technique when evaluating their own performance as well.

In time and with the right environment, individuals can lead their own feedback process using this technique. They can start by identifying the positives and potential, and then assessing their concerns about their performance. This encourages self-reflection and critical thinking, as they may uncover concerns that the feedback giver did not notice. Collaborating on ways to overcome concerns can also be a beneficial process. While the feedback giver can provide direct instructions based on their experience and knowledge, it’s essential to prioritise input from both parties. By allowing the performer to establish their own solutions, they can take ownership of the feedback and feel more motivated to improve.

To ensure effective feedback is received and acted upon, the environment in which it is given must be taken into consideration. Cultivating a safe and supportive culture where individuals are encouraged to express mistakes, take risks, and be creative leads to higher performance. Continuous open and honest feedback is essential in such an environment. Criticism, on the other hand, can hinder learning and development, making it crucial to prioritise building a feedback-normalised environment instead of resorting to techniques like the “shit sandwich.”

Podcast Review: The Training Ground Guru | Damien Comolli: From Tou-lose to Tou-win

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In 2020, Toulouse were bought over by RedBird Capital while they were languishing in the second tier of the French Football leagues. They brought in Damien Comolli and appointed him Chairman and Sporting Director.

Damien’s previous roles included Director of Football at Tottenham, Liverpool, Fenerbache and St Etienne.

In this interview, the host of The Training Ground Guru – Simon Austin dives into the challenges Damien faced coming into a football club and what he had to do to turn the club around. They discuss the importance and massive use of data, how Toulouse have changed the traditional structure of a football club and the huge work that Damien and his team did surrounding culture and identity.

The big takeaway for me and the reason I wanted to write about this podcast episode was the discussion on culture and strategy. This was put at the top of the priority list by Damien in order to create the best environment for success at Toulouse FC.

What is the culture, identity and DNA?

Damien spent weeks meeting and speaking to as many people as he could to find out exactly what the culture and DNA of Toulouse FC was. Meetings with current and former players, staff, volunteers, fan groups and local politicians. He wanted to know about the relationship between the club and the city. He even went to lengths to find out the sociology of the supporter and the people who lived in the surrounding areas to get as clear a picture as possible what the club meant to the people of Toulouse.

 

 

It became clear that the club was completely isolated in the city and the relationship was disjointed. Largely due to a lack of communication and engagement.

The first step Toulouse FC took was to reach out to supporters groups and even non-supporters within the city. They discovered that Toulouse has a large population of students, so they met with the largest student unions and asked one straightforward question: “What do you want us to do for you to come to the stadium?”

Tou-lose to Tou-win

He began his mission by reaching out to people who worked, had worked, or volunteered with the club. By asking this one question; “What does this football club mean to you?”. The answer was a play on words – ‘Tou-lose.’

This simple insight became the catalyst for the club’s rebranding efforts. Damien knew that to make the club more appealing to fans and the wider community, he had to tap into what Toulouse meant to them. By asking a simple question and listening to the answers, Damien was able to uncover a unique insight that became the foundation for the club’s new identity. The next challenge was to change ‘Tou-lose’ to ‘Tou-win’.

What stood out about Damien’s approach was that he recognised that he couldn’t simply implement the culture he or RedBird Capital wanted at the club. He knew that to create a winning culture, the staff had to be empowered to drive change. The key to success, he realised, was to create working groups that each had their own topics to work on.

The message was clear: “We are here, how do you think we get to where we all want to be?” By allowing the staff to take ownership of the changes they wanted to see, Damien and his team were able to create a culture that was both sustainable and successful.

They needed to create an environment where everyone felt safe to take risks and try new things. To achieve this, they reached out to their staff to ask what they wanted in terms of feedback and performance management.

The club recognised that in order to achieve success, they needed to put culture and identity at the forefront of everything they did. This meant selecting managers and coaches based on how they would fit with the club’s playing style and culture, and screening players before signing to ensure they were a good fit for the team.

In addition, the club provided full inductions on the culture of the club to all new players, ensuring that everyone was on the same page from day one. This allowed the team to work together more cohesively, with everyone fully committed to the club’s values and goals.

But it wasn’t just the playing staff that were expected to embrace the culture of the club. Non-playing staff and volunteers were also expected to work within the culture that was set and owned by everyone. This created a sense of ownership and unity across the entire football club.

“It is the staff’s responsibility to safeguard the club’s culture and identity”

Culture breeds success

This new approach wasn’t an instant success, but it did pay off in the long run. After missing out on promotion in controversial circumstances in the 2020/21 season play-offs, Toulouse FC won League 2 in record-breaking style, scoring the most goals ever scored in the league, having the top passers and goalscorer in the league, and six players nominated in the Team of the Year. These impressive achievements were not just down to individual talent, but to the team’s commitment to their culture and identity.

Damien Comolli is quick to point out that this is still very much a ‘work in progress’ project when it comes to the culture at Toulouse. And he spends a lot of time in this interview discussing the importance of data and how they have transformed their use of data in all aspects of the football club. He talks about his time as Director of Football in the UK and how the culture in the UK at the time wasn’t ready for this role. He is also very open about times where he hasn’t had success and been through harder times and what he did to get back on track.

I found this interview fascinating. So many groups and organisations can learn from the Toulouse FC model of making culture and identity one of the top  strategic goals for success. By engaging and communicating with the local fan groups and communities within the city, Toulouse have created a synced purpose and identity for the club and the fans. Internally, the culture was set and is owned by the staff. They have created a space that allows them to be adventurous and not be scared to fail. Players at all levels and ages buy-in to the clubs ethos, DNA and culture and success is clear to see.

After this interview with The Training Ground Guru, I will be keeping a much closer eye on Toulouse FC from now on.

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