The Secret Coach

Here is the article published in 2008. I like to read the article and take some notes.

My most favorite learning is from the following paragraph, since I never think about those four areas:

1. Financial goals - The first is traditional: performing against expectations
2. Management skills
3. Working with peers
4. Innovating


An important element of Campbell’s teachings is the system he’s developed for reviewing employees, which many of the executives he mentors now use. Rather than simply focusing on whether a manager has achieved his financial goals—which can lead to short-term thinking—Campbell gives equal weight to four areas. The first is traditional: performing against expectations. But then he looks at management skills, working with peers, and innovating. If you aren’t good at all those things, you aren’t good. “He taught me that you can increase operating earnings but not fund R&D,” says Opsware’s Horowitz. “You may meet your goals, but you may be such a jackass that none of the people that depend on you can meet your objectives. Bill figured out a way around this.”