Coaching Tips


To be a good leader you must know and master multiple leadership styles, from democratic to commanding, affiliative, coaching etc. To know when and how to apply them.

When it comes to “coaching”, I had difficulties seeing this syle in a business environment since I was easily connecting it to sports. The second challenge was to understand and differentiate between mentoring and coaching.

To help others who go through similar struggles and want to improve their coaching skills, I extracted the tips from the book “Trillion Dollar Coach: The Leadership Playbook of Silicon Valley’s Bill Campbell” by Eric Schmidt.

Check them out and share your experience in becoming a great coach to your team.

  • Your title makes you a Manager. Your people make a leader.
    People are the foundation of any company’s success. The primary job of the manager is to help people be more effective in their job and to grow and develop. We have great things, and come o work fired up to do them. Great people flourish in an environment that liberates and amplifies that energy. Managers create this environment through support, respect and trust.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.
    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.
    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.
  • It’s the people
    The top priority of any manager is the well-being and success of her people.
  • 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.
  • 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 grow.
  • The throne behind the round table
    The manager’s job is to run a decision-making process that ensures all perspectives get geared and considered, and, if necessary, o break ties and make the decision.
  • Lead based on first principles
    Define the “fist principles” for the situation, the immutable truths that are the foundation for he company or product, and help guide the decisions from those principles.
  • Manage the aberrant genius
    Aberrant geniuses – high performing but dificult 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.
  • Money’s not about money
    Compensating people well demonstrates love and respect and ties them strongly to the goals of the company
  • Innovation is where the crazy people have stature
    The purpose of a company is to bring a product vision to life. Al the other components are in service to product.
  • Heads help high
    If you have to let people go, b generous, treat them well, and celebrate their accomplishments.
  • Bill on boards
    It’s the CEO’s job to manage boards, not the other way around.
  • Coach only the coachable
    The traits that make a person coachable include honesty and humility, the willingness to persevere and work hard, and a constant openness to learning.
  • Practice free-form listening
    Listen to people with your full and undivided attention. Don ‘t think ahead to what you’re going to say next. And Ask questions to get to the real issue.
  • No gap between statements and fact
    Be relentlessly honest and candid, couple negative feedback with caring, give feedback as soon as possible, and if the feedback is negative, deliver it privately.
  • 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.
  • Be the evangelist for courage
    Believe in people more than they believe in themselves, and push them to be more courageous.
  • Full identity front and center
    People are most effective when they can be completely themselves and bring their full identity to work.
  • 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.
  • 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.
  • Pair people
    Peer relationships are critical and often overlooked, so seek opportunities to pair people up on projects or decisions.
  • Get to the table
    Wining depends on having the best team, and the best teams have more women.
  • Solve the biggest problem
    Identify the biggest problem., the “elephant in the room” bring in front and center, and tackle it first.
  • Don’t let the bitch session last
    Air all the negative issues, but don’t dwell on them. Move on as fast as possible.
  • Winning right
    Strive to win, but always win right, with commitment, teamwork, and integrity.
  • Leaders lead
    When things are going bad, teams are looking for even more loyalty, commitment, and decisiveness from their leaders.
  • Fill the gaps between people
    Listen, observe, and fill the communication and understanding gaps between people.
  • Permissions to be empathetic
    Leading teams becomes a lot more joyful, and the teams more effective, when you know and care about people.
  • The lovely reset
    To care about people you have too care about people: ask about their lives outside of work, understanding their families, and when things get rough, show up.
  • The percussive clap
    Cheer demonstrably for people and their successes.
  • Always build communities
    Build communities inside and outside of work. A place is much stronger when people are connected.
  • Help people
    Be generous with your time, connections, and other resources.
  • Love the founders
    Hold a special relevance for – and protect – the people with the most vision and passion for the company
  • The elevator chat
    Loving colleagues in the workplace may be challenging, so practice it until it becomes more natural.