Trillion Dollar Coach book club questions

1. 1.

   Campbell started meetings by asking about family and wellbeing. How much do you know about the personal lives of the people you work most closely with? Does it matter?

2. 2.

   The book says Campbell's value was invisible — he was a hidden hand behind many of Silicon Valley's most celebrated leaders. How do you feel about that kind of invisible impact? Is it compelling or unsatisfying?

3. 3.

   Campbell was famous for surfacing avoided conflicts explicitly. Is there a conflict in your organization right now that is being managed around rather than resolved? What's the cost?

4. 4.

   He distinguished between your title making you a manager and your people making you a leader. Where in your organization do people have the title without having the earned authority?

5. 5.

   The book argues the team is the unit of performance. What's the structural difference between a team where the leader is the star and a team where the team is the star?

6. 6.

   Campbell gave honest assessments because he believed people deserved the chance to improve. How does this differ from harsh feedback? What makes honesty feel like care rather than criticism?

7. 7.

   Many of the people Campbell coached became world-class leaders. Is that replicable? What was transferable about his approach and what was specific to who he was?

8. 8.

   What does a great coach provide that a great manager doesn't? Is the distinction useful, or are they the same thing done well?

9. 9.

   Campbell worked with people who were already at the top — CEOs and founders. Is the coaching model described here applicable to earlier-career people, or is it specifically suited to those who've already proven themselves?

10. 10.

    What would change in your organization if every leader had access to the kind of coaching relationship Campbell provided?

11. 11.

    The book is written by people who loved Campbell and want to honor him. Does that context affect how much you trust its account of his approach?

How to run the discussion

• Pick six to eight, not all of them. An hour of real discussion covers fewer questions than anyone expects, and racing the list is what makes a book club feel like homework.
• Open with what people noticed, not what they concluded. Asking for a verdict first hardens opinions before anyone has heard each other.
• Let the disagreement run. The questions below that split a room are the ones worth the time; the ones everyone answers the same way can be skipped.
• Ask the quiet person a specific question. A direct, narrow question is far easier to answer than an open invitation to contribute.