I’ve just wrapped up reading Trillion Dollar Coach: The Leadership Playbook of Silicon Valley’s Bill Campbell.

This book was written after Bill Campbell’s passing in 2017 by three people who worked with him: Eric Schmidt, Jonathan Rosenberg, and Alan Eagle—Google’s former CEO, Senior Vice President of Product, and Managing Director, respectively.

The story of this man fascinated me, not simply because Bill was once a football player who became a coach, then pivoted to a marketing manager role at 40, and eventually ended his career as an executive coach to icons like Steve Jobs, Larry Page, and Sheryl Sandberg.

The real magic lies in Bill’s teachings on leadership, which the authors gathered from his many coachees—and from which both leaders and managers can learn a great deal.

Who Was Bill Campbell?

Bill Campbell’s life story is a striking example of how one can continuously reinvent themselves and leave a lasting mark in multiple fields.

• From the Gridiron to the Ivy League:
  Bill started out playing football at Columbia University. Although he wasn’t the biggest player on the field, he had boundless grit. In his senior year as captain, he led the team to an Ivy League championship.
• Transition to Coaching:
  After graduating, Bill stayed in football for ten years at Boston College before returning to Columbia. He soon realized that his highly empathetic nature might not be the best fit for the tough realities of coaching.
• A Leap into Business at 39:
  At the age of 39, Bill made a surprising pivot to the corporate world. He started in advertising, but it was at Apple that he truly soared—eventually working on the legendary 1984 Super Bowl ad, inspired by George Orwell’s novel.
• Rising to CEO and Beyond:
  Bill didn’t stop there. He went on to become CEO of Intuit, and at 60—when many are thinking of retirement—he began his third (or was it fourth?) career as an executive coach.

It was in this role that Bill cemented his legendary status. For 15 years, up until his death in 2015, he coached practically every big name in tech: Jobs, Bezos, Schmidt, Sandberg, and many more.

His secret? Three foundational pillars: team, trust, and love. By championing these values, Bill forged deep connections, inspired people to do their best, and created positive change in any environment he touched.

Bill’s Core Principles

Your Title Makes You a Manager, but Your People Make You a Leader

To be a good leader, you must first be an excellent manager. Earn respect; never demand it.

It’s All About the People

A manager’s top priority is the well-being and success of their people.

Start with Small Talk

Build genuine relationships by beginning every meeting with personal check-ins—ask about their trips, passions, and interests. Only then move on to professional topics.

Five Words on a Whiteboard

The most important job of a manager is helping people improve performance and grow. The 1:1 meeting is your best chance to do that—so structure it thoughtfully.

Focus on the Best Idea, Not Consensus

As a manager, your job is to run a decision-making process where all perspectives are heard. If necessary, step in to make the final call.

Define Key Principles

Establish “key principles” or immovable truths for your company or product, then let those principles guide your decision.

Manage the “Aberrant Genius”

Every team has that super-performer who can be tricky to handle. Tolerate (and sometimes protect) them unless their behavior crosses ethical lines or harms the team.

Money Isn’t Actually About Money

Paying people fairly shows respect and aligns them strongly with the company’s goals.

Create an Environment of Trust

Listen closely, speak candidly, and instill courage in others by believing in them more than they believe in themselves.

Coach Only Those Who Are Coachable

Coachable people show honesty, humility, persistence, a strong work ethic, and a willingness to learn continuously.

Practice Open Listening

Listen with your full attention—don’t plan your response while they’re still talking. Ask questions to get to the heart of the matter.

No Gap Between Words and Actions

Be uncompromisingly honest and sincere. Provide negative feedback alongside genuine care, deliver it as soon as possible, and do so privately.

Don’t Just Give Answers—Tell Stories

Avoid telling people what to do. Share stories that guide them toward discovering the best decision for themselves.

Be a Courage Evangelist

Have more faith in people than they do in themselves, and push them to be bolder than they think they can be.

Let People Be Themselves

People perform best when they can bring their authentic selves to work.

Put the Team First

The right attitude toward teamwork is everything.

Work on the Team Before the Problem

When facing a challenge, first ensure the right team is on it.

Pick the Right Players

Key traits: quick learning, strong work ethic, integrity, grit, empathy, and a team-minded attitude.

Pair People Up

Peer relationships are vital—find ways to have people collaborate on projects or decisions.

Solve the Biggest Problem

Identify the toughest issue, the elephant in the room, then tackle it head-on with the team.

Don’t Let Negativity Linger

Address negative issues quickly, let people vent, then move on.

Win the Right Way

Always aim for victory but never compromise your principles—win through diligence, teamwork, and integrity.

Leaders Must Lead

When things go south, teams expect even more loyalty, commitment, and resolve from their leaders.

Bridge the Gaps

Listen, observe, and fill the communication gaps between people to foster better understanding.

It’s OK to Care

Your team is made up of real people, and you’re stronger when you let go of that wall between “professional you” and “personal you.” Don’t hesitate to show genuine affection for those you work with.

If You Care About People, Show It

Ask how they’re doing, learn about their lives outside of work, and be there for them in real, tangible ways.

Celebrate Successes

Don’t just sit quietly—stand up and cheer for your team’s wins. Show genuine passion and gratitude.

Connect People

Build relationships both inside and outside of work. Everyone is stronger when they share meaningful connections.

Help People

Be generous with your time, your network, and your resources.

Respect the Founders

Show a special kind of loyalty to those who truly love the company they’ve built.

Create Relationships Everywhere

Whether in an elevator, at an event, or in the café—take a moment to talk and truly connect.

So… What’s the Takeaway?

Trillion Dollar Coach is packed with invaluable lessons for anyone seeking a more human-centered approach to leadership. The day-to-day hustle, the pressure of hitting targets, the inevitable tensions—they can all make us rigid and less empathetic.

Bill believed that managers who put people first and handle operations efficiently are seen as leaders by their teams—and they never take that leadership for granted; they earn it. He employed a thoughtful, consistent approach to communication. He valued determination, recognizing that strong managers must know when to close a discussion and make a call.

He also appreciated “aberrant geniuses” (those high-performing outliers) but was quick to advocate removing them if their behaviors became toxic. He saw that companies revolve around superb products and the teams that create them, with everything else serving those two pillars. He understood that sometimes managers must fire people, but insisted it be done with dignity intact.

Bill knew that relationships are built on trust, so for him, establishing trust and loyalty was the top priority. He listened without distraction, was transparent to a fault, and believed in his people more than they believed in themselves.

He stressed the importance of teams, emphasizing that you look at your team first, not the problem at hand. He’d identify the largest issue in the room—the elephant—and put it front and center. He worked behind the scenes, in hallways, on calls, and in one-on-one chats to bridge communication gaps. He expected leaders to show their true leadership, especially when times got tough.

He championed diversity and authentic self-expression in the workplace, loved the people he worked with, and brought that love to any team he led or joined. Bill proved that positive human values drive positive professional outcomes—a connection too often overlooked by leaders. Embracing this approach might feel counterintuitive in business, but it’s essential for success.

So, if you’re ready to build a leadership style that’s both caring and effective, let Bill Campbell’s principles guide you. You’ll be surprised at the results—and your team will thank you for it.