One key take-away from this book is the reinforcement in the known beliefs: Importance of Teams- it’s composition and dynamics, Trust and integrity matters most, leaders to encourage people to believe in themselves, and strive for excellence.
Besides the foundation for all this starts with leaders’ genuine interest in people – reflected in the way they listen, support and even provoke! And Yes, a good manger is now expected to be a good coach as well.
In Bill’s case achieving all the above is more commendable, given the kind of personalities, teams, companies and issues he dealt with. Book provides glimpses of how well Bill managed various challenging situations.
The book is written with inputs from 80 plus individual who knew Bill well and also the context in which he operated, and have first-hand witnessed his coaching technique and its effectiveness.
For readers, who have not personally worked with Bill, the incentive to pick this book is to learn some useful tips around coaching- which as managers or coaches they can employ. It is here the book falls short of the expectations.
Neither the situations are in the form of detailed case studies which can be studied for insights, nor are the techniques or frameworks that Bill applied shared for reference.
In most of the instances and situations covered in the book, the effectiveness of Bill gets attributed to his unique personality and his application of established management wisdom, which may be praiseworthy, but not of much use in making you a better coach.
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