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All In: How the Best Managers Create a Culture of Belief and Drive Big Results Hardcover – April 3, 2012
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“At Cigna … our success is dependent on our employees being passionate about the opportunity and responsibility to make a difference. In All In, Gostick and Elton provide a roadmap for every manager to help build a culture of possibility that drives bottom-line results for customers and companies.”
—David Cordani, President and CEO, Cigna Corporation
"I loved this book! The stories will resonate and be repeated on a daily basis by leaders who understand that their greatest responsibility is to create and sustain a high performing culture. This book is a prescription for doing just what all new and experienced leaders dream of doing. It is a fabulous and fun read and one I recommend for all levels of any and every organization.”
—Ann Rhoades, Founding Executive Vice President of People, JetBlue Airways; President, People Ink; and bestselling author, Built on Values
"What could you learn from 300,000 people who thrived in the toughest economy in seventy years? Read this book and find out. Want to thrive yourself? Follow Gostick and Elton's fascinating, fun, and potent principles and you will."
—Joseph Grenny, New York Times bestselling co-author of Change Anything and Crucial Conversations
“Gostick and Elton have done it again! All In captures more than 20 years of experience about motivation, belief, change management, and, very importantly, what I consider essential to leadership and the ability to change for the better: Agility. This book will help the reader assess whether a culture of high performance exists in his/her organization and find the ways to create one if it is absent.”
—Jean-Luc Butel, Group President, International, Medtronic Inc.
"Gostick and Elton’s All In is a treasure map to a company’s exponential success. This call-to-action will ignite a culture that inspires passionate interest and meaning in people’s lives, yielding their best performance by inspiring more than perspiring."
—Peter Guber, Chairman & CEO, Mandalay Entertainment Group & #1 New York Times Bestselling Author of Tell To Win
About the Author
Adrian Gostick is the New York Times bestselling coauthor of The Carrot Principle and The Orange Revolution, which are sold in more than fifty countries around the world. He is a founder of the global training and consulting firm The Culture Works, with a focus in Recognition, Teamwork, and Culture. Learn more at TheCultureWorks.com or AdrianGostick.com.
Chester Elton is coauthor of The Carrot Principle and The Orange Revolution, a popular lecturer, and an influential voice in global workplace trends. He is a founder of The Culture Works and advises the leadership teams of numerous Fortune 500 firms on cultural issues. Learn more at TheCultureWorks.com or ChesterElton.com.
Top customer reviews
Just so you know, I have worked with/for Chester and Adrian before. So look at my review as a unique insight into their knowledge, expertise, professionalism and general genuinosity-ness.
This book is the latest in their successful line of talent-focused publishing efforts. Their books (The Integrity Advantage, The Carrot Principle)and the speeches and training based upon them have always had a reputation for drilling straight to basic principles that enable leadership and their organizations succeed.
All In is, obviously, a culmination of their efforts and learning so far. The writing is solid as ever; wit and wisdom combine for quick reading, but the research and case studies provide a bedrock foundation of learning that's not just enjoyable, it works...at work. Actionable.
Very basically, the book details how to define what's REALLY important to your Culture (organization, division, store, location, team) and then how to get ALL of your people "All In." As in; on board, in the boat, on the train, bought in...to accomplishing your goals, mission and values.
One of my favorite bits; The research for this book (3 years, 300,000 people) suggests that Engagement is no longer the "holy grail" of talent development. Though it's still incredibly important, Engagement must be accompanied by Enabled and Energized people, or you're missing huge opportunity. This of course makes for a handy mnemonic in the form of E+E+E, but the research bears it out; organizations with high levels of Engagement are trounced by those with high levels of all three "E's."
Highly suggested reading for any leader who wants to build better teams and winning cultures.
I left the company since everyone wasn't all in. Reading a book like this gets your hopes up about what could be.I bought a personal copy for myself.
Gostich and Elton, however, make a strong case that engagement alone is not enough. They argue employers also need employees to feel energized and enabled. (thus the three E's)
I was originally attracted to the book by its cover reference to creating a culture of belief. Since organizational change is really nothing more than individual change and I believe addressing belief is a neglected area in discussion about the individual change process, I felt compelled to read this book. I was not disappointed.
My book is heavily marked up with notes and underlining relative to the passages I want to address or quote in my writings and presentations. From the initial section on Culture Works, to the second section on the 7 Steps Roadmap managers can use to create a culture that works, to the third section on Culture Tools, this book delivers.
If you are interested in organizational culture and how culture impacts both organizational and individual performance, this book should be on your must read list.