LinkedIn Speaker Series: Reid Hoffman, Eric Schmidt and Jonathan Rosenberg

she — part of it is you wouldn’t give her any headcount because they weren’t revenue-generating so she had to figure out to persuade you to give her headcount >>She persuaded Bill to join her side, and Bill helped her, and I listened >>Exactly >>Hello. I have some questions that have come in from the stream from employees who aren’t in the room, one is who are coaches like Bill who were helping young leaders out now? And how do we create greater investment to coach diverse, young new leaders? >>Who are coaches that are helping great young leaders now, young teams, obviously part of the whole thing with Bill isn’t just individual coaching, but team coaching, and what does that challenge and effort look like now? >>I would argue Jonathan is in fact doing this function >>Thank you >>You are actually good at this >>Thank you >>I’m not >> I’m doing some of it. But I think that sort of misses the most important message we hope people get out of the book, I think all managers can elevate themselves to be reasonable coaches. And that’s really why we tried — we called the book a playbook and try to codify and articulate the principles in a way that anyone can do these things, and what’s interesting is these things sound easy, but you really have to take the time to stop and do them. Some managers are trainable — there we go. Eric can be trained to stop and make people smile each time they left his office and ask them a few questions about their family and their lives >> And then get back to work >>Some of these principles are very simple but yet they’re difficult, right? You can sit in counseling and learn about empathy and define it, but it’s hard to do >>By the way, a comment about humans is when people are under pressure they tend to revert to their core behavior. So if you are controlling and tense and driven, all of that empathetic crap, you will forget all of that. To the book is easy we aren’t under pressure, but it’s hard to remember — one day I was upset about a whole bunch of stuff, we had a staff meeting, I was like this and this and this, Bill had said say what you think and be your authentic self. And by the way I was, I was upset So after the meeting he says you did half of it right, and you failed the other half. You didn’t catch the ball. You got everyone directly but you didn’t allow for the time for them to process it in them to see that you understood the challenges you were giving them. It was an error >>My name is Ali, thank you for an inspiring talk, I really liked it. You talked about coaches, how do you find a good coach? And the other side is due people that receive the coaching, they should have some kind of technique to learn from the coaches, what are those techniques? >>The question is how do you find good coaches and then what are the key lessons in terms of learning from them, obviously some of this we covered >>We have a hidden agenda for being here which is we would like LinkedIn to have a major executive coach for business program, we hope you will see that this is a great opportunity to strengthen what you do, which is hugely important. Think about all of the interesting hiring, and now goes through LinkedIn, why does the interesting coaching not all go through LinkedIn? At this scale I can imagine lots of things, products to invent for you, things like awards and contests and various forms of rankings and ratings and so forth, it would work and you would probably make a fair amount of money doing it too, so there is our contribution to you guys today. People are in constant search for this and there’s no list right now, there’s no place to find it. In my case there was a gentleman, Bill Campbell, who through his friend John called me, but that’s a rare event. So I think we need to systematize this LinkedIn has systematized human contact, human processes, why don’t you guys solve this? >>That was a really good answer, Eric >>I used to be really good at this stuff. But remember, if you are a CEO, revenue solves all known problems. So your CEO will look for any revenue ideas out of this hour meeting

>> We have some more. You both knew him well, but what surprised you most when researching this book? >>What surprised me most was that he was a coach of teams, because I really thought of him as a coach of me as an individual. And we really initially set out to write the book by going and speaking to all of these people, just understanding the specific management practices, the things I think we already understood How he did one on ones and pair people together, but I kept hearing the same stories from people about what he would say to one person about another person, or examples like the one I gave where he went to Shona and said I’m worried about Jonathan, I took him to the woodshed. And what I think is fascinating is none of us were aware of that. And I’ll tell you one other story about that, Patrick, our CFO who joined sometime after we went public, and at Google, I don’t know if LinkedIn is like this, that we have a way of hazing new employees, the donor tissue rejecting the DNA when we bring in someone senior, and Burrell said to me right when Patrick started, you know, you should have lunch with him every Friday. I thought okay, Bill. We then learned he said Patrick — Jonathan is really busy but if he were willing to make time for you to have lunch on Fridays, that would be a great signal that the management team was really accepting you >>Notice the coach working both sides of the equation. So for me the thing I was struck by was I’m interested in scalability as a computer scientist and how do you scale human systems? So when Bill would go to the Super Bowl with his friends he would rent a bus. When he would take middle school kids he was coaching on the soccer field he would rent a bus. He was constantly surrounded by communities of his friends who were disorganized around love and friendship. Not in any formal way. Each of you can behave the same way. You can have that kind of impact in your home life, your religious life, your educational life, work life, whatever hobbies you have and so forth, but do it at scale. So when we finally showed up at his funeral, the vastness of the Empire was really what struck me >>I think this is a good opportunity to go into another question we didn’t get to witches when Google was going public, Bill advised you to stay as CEO and step down as chairman. What was that endemic there? >>The company decided to adopt dual class, which at the time was controversial, it may still be controversial for other companies. But in the politics of the board and the transaction with the lawyers it was agreed it was better to have an external chairman. So I was informed of this, and this really hurt my feelings. One was because in my opinion I was doing a great job. Things were going well, I was about to take the company public, and frankly my career path was to become that chairman, I didn’t want anyone in my way, so I told Bill I would just quit. After all I was three quarters vested, I had plenty of options, there were plenty of choices in the valley at the time. This was 2004. Of course this would have been the stupidest thing I had ever done in my entire life, bar none. So it was interesting him and Burrell listened to this and said okay, I will visit you tomorrow, which gave him time, time for me to calm down and him to formally upland. So he shows up and I complained to him and I say this, I’m good at this, this is being done to me, it’s hurt my feelings, my pride is hurt Okay? And you aren’t going to say this to anyone other than your mentor or coach. There is no board member I would say this too, but I would say this to Bill, and he looked at me and said I can fix this. I will fix it for you. That’s all he had to say for me to back down and continue. And indeed I became non-chairman, and about a year later I became chairman again The interesting thing about that was that my trust in him was so great, he didn’t have to explain how he was going to fix it. And as best I can tell he probably didn’t know, right? But he knew at that moment that a team member, right, of the team, and an important one, the person who was going to take the company public, was about to quit. So he was going to do whatever it takes to keep the team together >>This of course is part of the reason I wanted to get back to this question, part of the reason why Trillion Dollar Coach, the results of that are hugely important >>Thank you, my name is Robert This is a question kind of about

Silicon Valley broadly, and in general but also about the seemingly very dense connections between founders of each new wave of companies. When we think about Bill Campbell, who seems to have touched so many great leaders in Silicon Valley, and maybe the story out of PayPal is a similar example of this, do you have any reflections on why in each wave of companies that come out it seems like it’s a group of 15 people at the top, or at least reading the histories, it can give that impression >>Network density in Silicon Valley >>In fact you’ve written about this at length, Reid, and his blogs on this stuff are incredible. I hope you use LinkedIn to popularize this >>Shocked >>Just reminding you. When I started as a computer scientist, computer science didn’t exist There were probably 100 people at Xerox Park and they had an unusually large collection of such people. At Bell Labs the other 10/100 were there. So we have all benefited in our generation from watching it grow up. So it’s not clear to me that the same opportunity is before the next Bill Gates or the next Steve Jobs, they exist in a larger ecosystem. So having said that I think it’s true that in high-pressure, fast-growing systems, there is enormous shared learning, and enormous shared learning has huge network value. In example I would use is that system Google built which value. In example I would use is that system Google built into thousand three, 2004, the people who left to go to Facebook were trained by us, and the APMs who at the time were 22 and are now in their mid-to-late 30s are running the tech startups. They all went through this program at a younger age. So it’s probably true that the network is such that independent of the total size of the network these groups form, and maybe they are 15, 20, I think you are roughly right, and they have this crucible moment where in Norma’s amount of learning happens and then they go off. You can imagine that in two-sided markets the collection of people who have done Airbnb and Uber and figured out how they worked, that might be the next generation >>Head of product management for many years came out of Google, right? >>Was there another question? >>I’m still sore about that one >>I didn’t realize we were counter selling on that one >>He was very good >>Thank you for being here, listening to the stories and your coaching journeys has been fascinating. I am an HR practitioner at Lincoln, I seriously believe in the coaching journey for all the leaders in this room today. I guess my question is one of the things we try to inculcate in this experience is as a leader you’re emerging and form relating thoughts, your interacting with Bill whose being prescriptive sometimes, building trust sometimes, can you talk to us about, either of you, where he shared some advice with you or was guiding you and you are a hard no, and felt like your leadership instinct kicking in and sayinghanks but no thanks? >>For me it was always through narrative, he would just tell a story. If I’d been too aggressive with the team he would tell that Columbia lost 69-0 story, and people would often wonder when they met with him, why is this guy telling me the stories? But over time you learn to think about what the story that he told you was, and there would always be a message to the story. Mostly it was through narrative. One of the things I would be happy to do, we are actually — it’s good we had an HR person asked the question, we are now using the book and the principles we heard from people to update the Google internal management training classes. And I’m happy to talk to other HR leaders and other companies and share some of the structure and principles we are trained to build >>I bet your HR training here is not — does not start at basic coaching, and search with other values. And we are arguing that every Corporation 30 with this one modify it to include these principles and teach people how to do this, and you will empower the next generation of great coaches >>By the way, we have some, but you can always learn. Which is the key thing. Unfortunately our authors have to run off, they have another thing, but let’s give them a great thank you

>>Thank you. Thank you, Reid >> >> >> >>