All In: How the Best Managers Create a Culture of Belief and Drive Big Results
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The authors of the bestsellers The Carrot Principle and The Orange Revolution present groundbreaking new findings: In the highest-performing teams and companies, managers create a “culture of belief,” following seven essential steps of leadership.
To have any hope of succeeding as a manager, you need to get your people all in.
Whether you manage the smallest of teams or a multi-continent organization, you are the owner of a work culture—congratulations—and few things will have a bigger impact on your performance than getting your people to buy into your ideas and your cause and to believe what they do matters.
Bestselling authors of The Carrot Principle and The Orange Revolution, Adrian Gostick and Chester Elton return to answer the most overlooked leadership questions of our day: Why are some managers able to get their employees to commit wholeheartedly to their culture and give that extra push that leads to outstanding results? And how can managers at any level build and sustain a profitable, vibrant work-group culture of their own?
These leading workplace experts teamed up with research giant Towers Watson to analyze an unprecedented 300,000-person study, and they made a groundbreaking finding: managers of the highest-performing work groups create a “culture of belief.” In these distinctive workplaces, people believe in their leaders and in the company’s vision, values, and goals. Employees are not only engaged but also enabled and energized (termed the three Es), which leads to astonishing results—average annual revenues three times higher than for organizations lacking such a positive culture. And this was true during a period that included this most recent recession.
Based on their extensive consulting experience and in-depth interviews with leaders and employees at exceptional companies such as American Express, Cigna, Avis Budget, Pepsi Bottling, and Hard Rock, the authors present a simple seven-step road map for creating a culture of belief: define a burning platform; create a customer focus; develop agility; share everything; partner with your talent; root for each other; and establish clear accountability. Delving into specific how-tos for each step, they share eye-opening stories of exceptional leaders in action, vividly depicting just how these powerful methods can be implemented by any manager.
All In draws on cutting-edge psychology and all of the creative genius that have made Gostick and Elton a must-read for leaders worldwide. This vital resource will empower managers everywhere to inspire a new level of commitment and performance.
caterers. Following the trend we are recommending, they have done this in large part by instilling a culture of agility by incorporating employees into the process of looking out for necessary changes and rewarding innovation. The company’s change vocabulary is clear in one of their core values: “Respecting our staff members and colleagues as emancipated people.” We love that concept, the idea that their employees will give their best ideas if they are free from bondage, restraint, or paternal
whom others will trust? We say “willing” because trust doesn’t happen by accident. Trust is not a default setting in a relationship. Furthermore, all trust is not created equal. Real trust is the cornerstone of leadership, and it’s thankfully a skill that you can improve. “Trust becomes an extension of who you are,” said Stephen M. R. Covey, author of The Speed of Trust. Since we give more of our ideas and effort to leaders we trust and we are more apt to buy products from trustworthy companies,
telephone service you’ve constantly got twenty calls in queue, one after another, so how do I provide that opportunity to energize?” So he asked his team leaders and they said to go mobile. “Each leader has a laptop, and they can listen and roam the floor and immediately connect with their team. They can either send an e-button or say in person, ‘That was a great call, and here’s why.’” As for Camaraza, she ends every week with recognition. On Fridays at nine she will log in to the phone system
“I’m the president of the company, but we were rules-driven,” says Manning. “If you weren’t there, you must be on vacation. “I can’t tell you today where my senior vice presidents are right now, but I know they are doing good somewhere. That’s how we needed to do business, with trust, with a focus on results, not worrying about who was filling up their chairs.” It was obvious that this HR person had little confidence in Manning. In our experience many people like this feel threatened by new
League, 177 Womack, James, 70 Wonder, Stevie, 116 work-life balance, 56, 57, 59, 133 World Cup soccer, 177, 178, 187 world records, setting, 200 World War II, 77 “Yeah, but…” statements, 26 Zappos, 14, 148–49, 197, 213 Zions Bancorporation, 198 Zuckerberg, Mark, 103 About the Authors Internationally recognized workplace experts Adrian Gostick and Chester Elton are founders of the global training and consulting firm The Culture Works, with a focus in recognition, teamwork, and