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Years ago, Columbia University football coach turned business coach Bill Campbell
taught Pichai to ask himself a pivotal question. Pichai is still asking that question
today.
As CEO of Google and Alphabet, Sundar Pichai is responsible for making sure his companies continue to
move forward, continue to evolve to keep up with the demands of millions of users and customers
around the world.
That's no easy job. But Pichai once shared with me a single question that helps him to remember his
role. He learned the question from his mentor, former Columbia University football coach turned
business coach Bill Campbell.
Campbell wasn't speaking about breaking ties as in cutting off relationships. Rather, he was teaching
Pichai that he needed to break stalemates.
Oftentimes, when an issue makes it to a leader, there are (at least) two good options available with
which to move forward. Both options will have pros and cons, and both will have their share of
supporters. Making a decision could alienate the leader from half of their team--at least temporarily.
But, as a leader, Pichai's job isn't to keep everyone happy. Nor should he allow things to stay still,
hoping that one half of the team will change their minds or that the "right" path forward will
miraculously become obvious. Rather, his job is to move things forward.
There's a major lesson here for new leaders, and some longtime ones:
So, how do you combat the tendency to be a people pleaser, and become a better leader?
That's a complex question. And like all complex questions, the answer is ...
It depends.
In the business context, the answer depends on circumstances such as what stage your company is in,
your role at the company, and the company's short- and long-term goals.
For example, for decades, fellow CEO Jeff Bezos bucked the norm and refused to please Amazon
shareholders by reinvesting large amounts of money, in hopes of refining company strategy and getting
really good at more than one thing.
That strategy made a lot of people unhappy, but it also transformed Amazon into one of the most
valuable companies in the world--and led to major profits in the long run. At the same time, though,
Amazon has been criticized for the way it treats employees, especially those working in entry-level
positions.
• Your employees
• Your customers
• Company ownership, including shareholders
• Your superiors
• Other primary stakeholders
In addition, you should also consider yourself and your family. Not just because it's the "right" thing to
do, but because achieving balance and a stable home environment will make you a better leader, too.
With an organization as large as Google (and its parent company, Alphabet, which has more
than 130,000 employees), it's easy for issues to get stuck. Meeting after meeting. Discussion after
discussion.
But leaders must remember that the goal isn't perfection. The goal is to move things forward, and learn
from mistakes.
"There are very few decisions that are extremely high stakes, where mistakes are going to have major
consequences," explains Pichai. "It's the incremental decisions that lead to progress."
Leading others requires giving them feedback they need to hear but don't want to hear. At times, it
means pushing them outside of their comfort zone. Challenging them to do something they haven't
done before, and may not even believe they're capable of (but you know they are).
And if your tendency is still to try and please everyone, ask yourself this question:
If my team fails, or if the company goes out of business, who will be happy?
So, if you want to be a better leader, take a page out Sundar Pichai's playbook and ask yourself: