All-In Behaviors
All-In Connectivity
- They meet with team-members regularly to stay up-to-date on each others’ challenges and priorities.
- They demonstrate curiosity and ask for other’s perspectives.
- They make it a priority to help team-members solve problems when support is needed.
- They are thoughtful about sharing information in a strategic, timely, and transparent way.
All-In Strategic Lens
- They are intentional about framing ideas/concerns through the Lens of the Team’s All-In priorities.
- They share ideas/ask questions that reflect an understanding of their team-members’ needs and realities.
- They demonstrate an Enterprise-Wide perspective when asking questions or sharing/challenging ideas.
- They provide innovative, new ways of approaching All-In team goals.
- They are willing to “disagree and commit” on All-In decisions - even when it is not in their immediate individual interest.
All-In Meeting Preparation and Engagement
- Virtually or in-person, they demonstrate full focus and presence in meetings.
- They consistently provide ideas and thought leadership on a range of Team priorities.
- They demonstrate a balance between listening and communicating in team meetings.
- They are comfortable challenging the status quo and team-members thinking.
All-In Trust
- They have the vulnerability to ask for help to solve challenging circumstances.
- They publicly share when a team-member has provided them with important information or perspective.
- They share their appreciation when their ideas are challenged.
- They are willing to share when they have made a mistake, and what they have learned.
- They have the courage to share concerns about potential conflicts early and transparently.
- They deliberately shift the focus to learning vs. blaming when there are challenges.
- They provide positive feedback to team-members who demonstrate exemplary All-In behavior.
- They provide feedback to team-members behaving in ways that are not aligned with the Team’s All-In commitments.
All-In Accountability
- They usually keep their commitments, and if they can’t they communicate in advance the reason why and any updated timelines.
- They hold other team-members accountable for their commitments and actions.
“Boost” Feedback Examples
Demonstrating an All-In Lens
“I wanted to take a moment and highlight how impressed I was with the way you handled the request from the business of a customized approach in our LT meeting on Tuesday. You listened to their request in a way that seemed very sincere, and then explained why – to stay consistent with our global strategy – you couldn’t commit to their exact request. But you followed that up with emphasizing your commitment to finding a win-win solution. It was a great way to maintain your commitment to serving the business and our All-In team, even under considerable pressure.”
Demonstrating Vulnerability
“At our LT meeting two weeks ago, I was genuinely impacted by your willingness to share the challenge you and your team were having regarding the aggressive cost targets we have been asked to hit. I noticed immediately that it sparked a lot of good brainstorming that I sense was helpful to you, and it also benefited me. Just as important, it helped give me the courage to ask for help around my challenges with getting buy-in from my business stakeholders.”
All-In Behaviors
All-In Connectivity
- They meet with team-members regularly to stay up-to-date on each others’ challenges and priorities.
- They demonstrate curiosity and ask for other’s perspectives.
- They make it a priority to help team-members solve problems when support is needed.
- They are thoughtful about sharing information in a strategic, timely, and transparent way.
All-In Strategic Lens
- They are intentional about framing ideas/concerns through the Lens of the Team’s All-In priorities.
- They share ideas/ask questions that reflect an understanding of their team-members’ needs and realities.
- They demonstrate an Enterprise-Wide perspective when asking questions or sharing/challenging ideas.
- They provide innovative, new ways of approaching All-In team goals.
- They are willing to “disagree and commit” on All-In decisions - even when it is not in their immediate individual interest.
All-In Meeting Preparation and Engagement
- Virtually or in-person, they demonstrate full focus and presence in meetings.
- They consistently provide ideas and thought leadership on a range of Team priorities.
- They demonstrate a balance between listening and communicating in team meetings.
- They are comfortable challenging the status quo and team-members thinking.
All-In Trust
- They have the vulnerability to ask for help to solve challenging circumstances.
- They publicly share when a team-member has provided them with important information or perspective.
- They share their appreciation when their ideas are challenged.
- They are willing to share when they have made a mistake, and what they have learned.
- They have the courage to share concerns about potential conflicts early and transparently.
- They deliberately shift the focus to learning vs. blaming when there are challenges.
- They provide positive feedback to team-members who demonstrate exemplary All-In behavior.
- They provide feedback to team-members behaving in ways that are not aligned with the Team’s All-In commitments.
All-In Accountability
- They usually keep their commitments, and if they can’t they communicate in advance the reason why and any updated timelines.
- They hold other team-members accountable for their commitments and actions.
“Build” Feedback Examples
Demonstrating a Lack of Curiosity/Open-Mindedness
“In our email exchange on Thursday afternoon, I shared several potential solutions to the technical challenges we were discussing, and your response was, “Those simply won’t work, we’ve tried similar ideas in the past.” And then you didn’t provide any new or alternative solutions for me to react to. While I’m sure it wasn’t your intention, it led me to feel that you are not really open to a creative brainstorm and considering new ways of approaching these challenges.”
Demonstrating a Lack of All-In Meeting Engagement
“Looking back at our LT meeting last week, specifically when we were all brainstorming solutions to our customer challenges, and we were having a rich back and forth collectively on how to best tackle the priorities and resource constraint issues. I was a little surprised that you didn’t share your perspectives during that discussion. Based on the off-line discussions you and I have had about these very topics I believe you have valuable ideas to share that could help us arrive at the best solutions as a team. It left me wondering how engaged you actually were in that meeting.”
Sample Language for “Benefit of the Doubt”
“My interpretation…”
“It may not have been your intention…”
“The way it landed with me…”
Examples of a “Strength Sandwich”
Passion and intensity leading to overcommunicating, lacking an open mind.
“One of your main gifts to our team is the passion and energy you bring when discussing the priorities that are most important to you. You really challenge us to engage and have a high level of urgency. However, there are times when I feel you might over-apply that strength and it can lead to my wondering whether you are aware of the balance in the conversation and the impression that you are not open to alternative suggestions. Let me share a specific observation…”
Listening and consideration leading to questions about decisiveness and comfort with conflict.
“When we are discussing a contentious topic, I really appreciate that I can always count on you to truly listen and do your best to arrive at a “win-win” solution. However, there are certain scenarios where I sense that you may be over-utilizing this strength, and it can lead to delays in making a difficult decision or perhaps that you are holding back your true perspective. Let me share a specific observation that gave me that impression…”
Anticipating Sensitive Scenarios
If Someone Has the Opposite Style
“Let me start by acknowledging that the area I am going to provide you feedback in is an area where our styles are different…”
If the person may feel you are asking them to change their authentic style
“I would never ask you to change who you are. I’m wondering if there is an alternative approach that would still enable your authenticity and still support our All-In dynamic.”
