Book about Bill Campbell – https://en.wikipedia.org/wiki/Bill_Campbell_(business_executive)

1. Bill was a late bloomer, started in the bay-area / tech scene in his 40s
2. Larry wanted no managers in Google (early days) – called in dis-org
3. Employees wanted leaders to resolve stalemates and make decisions and to learn from
4. Flat orgs are great for fostering creativity but less adept at implementing the innovation (execution)
5. Managers have to strike the balance between creativity and operational efficiency
6. Managers have to make tough calls of how to allocate resources
7. This doesn’t mean they dictate terms, but leaders’ job is to remind people of 1^st principles of the company/org – the values that define its mission and purpose
8. Showing that you care (doesn’t need special skills) about people you work with is a sign of effective leader
   • Remember names
   • Ask how it’s going
   • Ask what they are working on
   • Ask how their weekend was
9. Start with trip reports
   • How was weekend
   • Make it fun
   • Get everyone involved
   • Start or end with “thank-you”
10. Team composition
    • Winning is about selecting best players
    • Don’t staff with just QBs, pay close attention to team composition
    • Look for weakest link
    • Look for folks with grit – ability to get knocked down and have the passion / perseverance to get up and go at it again
11. High performing teams – not just about compensation, it’s about purpose, pride, ambition and ego
12. Collective intelligence
    • Higher IQ teams allow everyone to participate
    • Display higher EQ
    • Have more women
13. Ask folks to sit at the table
14. Earn trust – trust is all about willingness to take a chance because you have positive expectations for someone’s behavior
    • Keep your word
    • Show loyalty
    • Show integrity
    • Show discretion
15. Title makes you a manager, people make you a leader
16. Football – when teammates don’t work well, team loses and people get hurt
17. If you have right product for right market at right time, go as fast as you can
18. Good manager is a good coach
    • goes beyond traditional notion of management (controlling, suppressing, evaluating, rewarding/punishing)
    • creates a climate of communication, respect, feedback and trust
19. A coach is someone who tells you what you don’t want to hear, who has you see what you don’t want to see, so you can be who you have always known you could be
20. Traits of coach-ability
    • Honesty
    • Humility
    • the willingness to persevere and work hard
    • constant openness to learn
21. Primary job a manger is to help people be more effective in their job and to grow/develop them
    • Support – give tools, info, training and coaching they need
    • Respect – understand people’s unique career goals
    • Trust – freeing people to do their jobs and to make decision
22. Make emails concise, clear and compassionate
23. Rule of two – get two people most closely involved in the decision to gather more info and work on a solution
24. Take 2 people who don’t work together and assign a task, project, decision – helps build trust
25. Managers’ job is to facilitate decision making
    • Not top-down
    • Not group think (democracy)
    • Push team to be courageous
26. Aberrant genius – star performer but pain to work with
    • Breaks team communication
    • Interrupt others
    • Make others afraid to talk
    • Seeks to much attention
    • Seeks self-promotion
27. Free-form listening
    • With undivided attention
    • Don’t think ahead
    • Ask relevant questions
28. Surround yourself with really good people – everyone managing a function on behalf of CEO/manager ought to be better at the function than the CEO / manager
29. Solve the biggest problem – elephant in the room; make it front and center
30. To be successful, companies need to have teams that work together as communities, where individuals integrate their interests and put aside differences to be individually and collectively obsessed with what’s good and right for the company
31. Managers who put their people first and run a strong operation are held as leaders by their employees
32. Strong managers recognize when the time for debate is over to make a decision  

there are many good books on leadership and management and remembering an entire book is not possible. for each book I read, I make notes (cheat sheet) and catalog them here. not an editorial / opinion piece, but bullet point list of what’s in the book. 2nd post in a two days, only because I am refreshing notes of books I read recently