Over the past couple of interviews, I have been using a phrase that I have been using for quite awhile, it is “all in.” All in, is something that I explain is when I am truly committed to a job, organization or task – I am all in. You get me completely or 110%. I look forward to these opportunities. I get to share my thoughts! My excitement level increases significantly. In some cases, I think I have caused the interviewer a concern or doubt. They tend to quickly move onto a different line of questioning. I have to ask them about their reaction and further explain myself. The other day, I was reviewing some data for an organization and quickly I was seeing a moment of “All In” leadership. How do you explain this to people, so that they get what you are meaning or what you would like to see in a work environment? Being all in for everyone is more of a culture that you are trying to accomplish within the complete organization. So, I thought it would be best to simplify it here (on my blog).
- Being focused on the big burning concerns or issues. We all have day to day challenges that could be consider the cost of working. What about those bigger concerns? How do you really get everyone focused on the bigger picture? As the leader, you have to wrap those into your vision and strategy in order to keep everyone aware of what is important. Treat it like a rallying cry for the organization!
- Staying “customer” focused. I know this is an overused term, but it is a fact of life. No matter where you are in an organization, you have customers. They could be key stakeholders, paying customers, non-paying customers like a support group or even your own team members. They need everyone in the organization to think and act as an excelling customer focused organization. Keeping people happy with outstanding performance. This usually keeps your people happy as well.
- Communication. Keeping everyone informed is a difficult task, but one that has to be done. I don’t know of any organization that is perfect at communicating. You have to strive for a close to perfect as possible. Never think in your mind, that your (or your team’s) communications are spot on. This is one area that continuous improvement should be a key focus.
- Being flexible. Flexible in making sure that you have folks crossed trained. Flexible enough that if anyone is missing that day, week or any period of time, the team functions well. Stay focused on longer term as well! Look at what is needed in skills for the future or what is needed to take the next steps. Make sure that you (and the team) are ready for success well past today, tomorrow or next year.
- Become an organization that shares success. Set up a culture of rooting for each other! Reward and recognition programs should be designed so that everyone can recognize anyone. Celebrate! Take sports teams, when they are winning – everything seems to just fall into place. Winning solves a lot of issues. Winning is contiguous, you want more – then celebrate the wins.
- Accountability. I have written about this a lot. I can not stress enough that accountability is key. As the leader, you have to hold yourself accountable. You have to instill accountability into the framework of the organization. Looking at everything above, no accountability – then very little happens on its own.
Being “all in” is not something that is hard to achieve. Most organizations that I have been around, want to do great things. No one wants to fail. Set up that winning culture and watch everyone else be “all in.”
So, the next time that I am interviewing or discussing “all in”, I hope that my writing it down, will help me with explaining it to others. What do you think?
- Word for the Week: Accountability (stevebellnow.com)