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Eric Nehrlich
Professional with a background in technology
Eric Nehrlich is an Executive Coach, Facilitator, and Speaker at Too Many Trees LLC, where he specializes in helping executives enhance their leadership effectiveness. With over 20 years of experience in the tech industry, including a decade at Google as Chief of Staff for the Search Ads team, Nehrlich has a deep understanding of organizational dynamics and the skills required at various leadership levels .12
Professional Background
- Coaching Experience: Nehrlich has coached numerous executives, ranging from startup CxOs to senior leaders in large tech companies. His coaching focuses on shifting mindsets to foster greater effectiveness in leadership roles .1
- Workshops and Courses: He offers interactive workshops aimed at developing strategic influence, communication skills, and overall presence. His approach emphasizes active participation and personal reflection .1
- Published Author: Nehrlich authored You Have A Choice: Beyond Hard Work to Meaningful Impact, which addresses the challenges faced by successful professionals who feel stuck and provides strategies for meaningful change .2
Coaching Philosophy
Nehrlich believes that real change occurs when individuals actively engage in their development rather than passively receiving information. He emphasizes that "Nothing changes because we talk. Your life will change when you change your life" .1
Online Presence
He is active on LinkedIn, where he shares insights related to executive coaching and leadership development, further establishing his expertise in the field .2
Highlights
What do I mean by results, not effort? Results and impact depend on direction.
Early in our career, our direction is given to us by our teacher or our manager. So we are responsible only for our effort. If we work hard on the tasks we are given or on developing the skills we are told we need, we will generally get promoted to the next level.
But the impact we have depends on where we put our effort. A lot of effort in the wrong direction can have zero or even negative impact, but a little effort in the right direction can have exponential impact.
To draw on my study of physics, effort is a single-dimensional scalar - we can quantify how hard somebody worked, how many hours, how much effort, but it's independent of direction or impact.
Impact is a vector where direction matters. Impact is a product of effort and direction.
Early in our career, where our direction is given to us, our impact is dependent primarily on our effort (and the skillfulness of our manager in choosing a direction).
Once we become more senior, we become responsible for setting the direction ourselves; in other words, we are evaluated based on impact, not just effort.
The masters can exert minimal effort to create great impact, like the apocryphal story of the master engineer that tapped the machine in one place and got it working, resulting in the invoice itemizing tapping the machine as $1, and knowing where to tap $9,999. The equivalent in our present-day world is the executive that can have a strategic conversation that redirects an entire team in a new direction; the same effort by the team creates tremendously more impact.
Credit to Owain Lewis for inspiring this thought with his post.
P.S. If you want to learn more, check out the webinar in my profile link, and sign up for my upcoming class on becoming a more effective executive.
It can be a good sign when you are criticized.
I once read a story of about a high school football player who was getting yelled at by the head coach. He was getting dispirited, wondering if he was even any good at football if he was getting all this criticism. An assistant coach took him aside and told him the yelling was a good thing; if the coach didn't believe the player could be a valuable part of the team, he wouldn't bother trying to help him improve.
I had a similar experience at one of my early jobs. A lot of people were complaining about the company and what could be better, and I wondered what that meant for the company. A more experienced coworker (Hi Aaron Joseph!) took me aside and told me the complaining was a good sign because it meant that people still cared about the company and believed it had potential; if the complaining stopped, it would mean that people had given up and checked out.
When we receive critical feedback, we often hear the explicit message that there are gaps in our performance, ways in which we could improve.
But remember that the implicit message can be "I believe you can do better, and I want to help you get there."
P.S. Unfortunately, this isn't always the case. Some people criticize others as a way of externalizing their own shortcomings, always blaming others and never taking responsibility. This can particularly happen when there are power or privilege differentials. But if somebody we trust or respect is giving us feedback that seems harsh, it can be helpful to remember the implicit message I suggested above.
