I have just come across this book. To be frank, if you think about it, the role of Bill Campbell are the pure ideal basics that we do not practice or do not believe it anymore: 1) be a genuine nice person, with good character and work hard, with insight and intelligence of course); 2) Do not create politics or let it go ahead of the entire team 3) let go (but be nice to help them through the transition) of uncoachable or non-suitable person in a team ) 4) have insight and do not let emotions get ahead The people who wrote the book said - it was all calculated....was it? He may just be a competent, nice guy who was content when he made enough and decided to give back. (this is the hard part) He was successful before he enters into this 'coach' role, but not much details was given - it could be luck for a genuine nice guy (he took up the first offer from silicon valley because he knew his unorthodox background as a football coach probably wouldn't benefit him in most circumstances. . Understanding these aren't hard, but rather, the existence of such person who can speak to CEOs honestly (c'mon when you are high up there, one of the rarest thing one can hear is honest contrary opinion); who has no financial worries that has the passion for team work and individual person, thus able to insist on his principles. What I learn is you cannot 'implement' it, to implement it you need a person who is outside of your organisation, who cares about your organisation that is a genuine nice guy; however, it does confirm to me that, without genuineness and kindness, a system will ultimately fail.
The interviewer/moderator is disconnected from his interviewee: he's constantly looking at his notes (not considerate at all, makes him appear disinterested), not following up on the things said, or at least rounding them off.
I have just come across this book. To be frank, if you think about it, the role of Bill Campbell are the pure ideal basics that we do not practice or do not believe it anymore: 1) be a genuine nice person, with good character and work hard, with insight and intelligence of course); 2) Do not create politics or let it go ahead of the entire team 3) let go (but be nice to help them through the transition) of uncoachable or non-suitable person in a team ) 4) have insight and do not let emotions get ahead
The people who wrote the book said - it was all calculated....was it? He may just be a competent, nice guy who was content when he made enough and decided to give back. (this is the hard part) He was successful before he enters into this 'coach' role, but not much details was given - it could be luck for a genuine nice guy (he took up the first offer from silicon valley because he knew his unorthodox background as a football coach probably wouldn't benefit him in most circumstances. .
Understanding these aren't hard, but rather, the existence of such person who can speak to CEOs honestly (c'mon when you are high up there, one of the rarest thing one can hear is honest contrary opinion); who has no financial worries that has the passion for team work and individual person, thus able to insist on his principles.
What I learn is you cannot 'implement' it, to implement it you need a person who is outside of your organisation, who cares about your organisation that is a genuine nice guy; however, it does confirm to me that, without genuineness and kindness, a system will ultimately fail.
So glad I discovered Bill Campbell this is top level culture, mindset and they way to get it done.
A true competitor absolutely committed to his people and winning. Wish I could've learned directly from this man. RIP Bill
You're learning directly from him now.
This is really great content! 18:13 to 20:00 is particularily interesting on how to resolve conflict and organize around product.
❤❤❤❤❤❤❤
This is great
Vinod g khosla Sr nmskaar i Bharat. Maharashtra resident osmanabad
4:40
The interviewer/moderator is disconnected from his interviewee: he's constantly looking at his notes (not considerate at all, makes him appear disinterested), not following up on the things said, or at least rounding them off.
It's a peer, it's Vinod Khosla founder of Sun, probably why
4 comments?? Anything on Bill is golden! And theres not much content recorded since he avoided that.
after 20 seconds, I find this unwatchable in all respects..