GOING ALL IN: THE POWER OF FULL-THROTTLE LEADERSHIP There are many factors that make exceptional leaders great, but if you look at the top one per cent of senior managers across any industry, the single most important trait they all have in common is that they give everything they have in order to succeed. Brandon Bornancin elaborates on the concept of going ‘all in’ T hroughout my career, I’ve worn many hats. I started a company with just $1,000 and turned it into a $100,000,000 business in less than four years. Along the way, I’ve hired and managed hundreds of people. I survived the rocky ups and downs of corporate America, selling for huge companies such as IBM and Google. I’ve written multiple best‑selling books and I’ve had the honour of speaking globally about how to win in business as well as in life.
Going all in encompasses the following core qualities: • Massive goals All-in leaders aren’t afraid to set massive goals for themselves. They’re always ready to put in the effort to make their dreams a reality and take their company to new heights. • Constant positivity No matter the obstacle, people who are all in take a glass-half-full approach to everything and stay positive at all costs. This positivity makes the biggest challenges seem minor, turning every setback into an opportunity for growth. The relentless positivity of all‑in leaders is the momentum that pushes their team forward. • Staying humble Regardless of how much experience an all-in leader has, they never get a big ego or think they’re too good to learn anymore. Instead, leveraging the power of going all in is about staying humble, coachable, hungry to learn and eager to improve. • Work ethic All-in leaders aren’t afraid to get their hands dirty and put in good old-fashioned hard work. Hustle beats talent when talent doesn’t hustle; an all-in leader is always the first to show up at the office and the last to leave because they understand that hard work is the magic behind the greatest successes. • Whatever-it-takes attitude When there’s a goal, all-in leaders are willing to do whatever it takes to make it happen. Whether they have to put in extra hours, invest more money or get down in the trenches with their employees, all-in leaders give everything they’ve got to make the impossible possible. • Fearless resilience Going all in means embracing failure as a stepping stone to success. All-in leaders bounce back from setbacks, learn from their mistakes and use adversity as fuel to propel themselves forward. Their resilience allows them to navigate through challenges with unwavering determination.
I’ve also had the privilege of learning valuable lessons that took my performance to unprecedented levels. These experiences ultimately shaped my understanding of what it takes to effectively lead a team and help everyone reach their greatest potential. However, out of all the lessons I’ve learned, the most important of them all is the power of going all in. It is a mindset and a way of life, as well as a relentless pursuit of growth. I remember when I started my career, I didn’t think I had the skills to lead others to achieve great things. Then one day I decided to stop listening to my doubts – instead I went all in with my leadership and committed wholeheartedly to my team’s growth. Once I did that, I was able to help a few people improve their performance; eventually, those few people turned into dozens and later hundreds. The power of going all in pushes against leadership norms such as micro-managing and turning your team into mindless robots. Instead, it empowers individuals to become the unstoppable leaders of tomorrow. Anyone going all in refuses to settle for average and instead strives to help their team achieve the extraordinary. It is about channelling your time and resources into a purpose bigger than yourself and helping your employees take their career to the next level.
44 | Ambition | JULY/AUGUST 2024
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