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.
|Name||All In: How the Best Managers Create a Culture of Belief and Drive Big Results|
|Author||Adrian Gostick^Chester Elton|
- A book about culture, belief, and leadership Review by Ben Eubanks upstartHR.com
A few high points
Managers matter: The authors mention a very interesting red/green experiment that still rolls around in my mind when I’m thinking about management/leadership topics to write on. They mapped out their departments using green, yellow, or red. Green teams were higher than average in productivity, profitability, etc. Red were just the opposite and were especially poor in the area of turnover. So the company decided to experiment by moving some “green” managers to “red” areas and vice versa to see the results. Here’s a direct quote, “In every single case, no matter the background or expertise of the manager, within a year the red departments were green and green departments were red. It was the manager who made the difference.” Wow!
Yeah, but… Is poison! When you’re looking at a change initiative and trying to get buy in, “yeah, but” is one the worst things you can hear from stakeholders. It’s the sound of a naysayer telling you why the change won’t work, not how it can. (see also: tell me how we can, not why we can’t). If you catch yourself saying that phrase, take a moment to consider if it’s the right thing to say and if you’d be okay with someone telling you that if your positions were reversed.
Read the rest of the review here: http://upstarthr.com/all-in-book-review/ (Posted on 2/6/2013)