How Great Leaders Build an Unstoppable Team: All In by Mike Michalowicz

Behind great leaders and businesses, there’s more than just a company founder with a vision — there’s a team of people hand-picked for their roles. In a recent interview, Ramon Ray sat down with Mike Michalowicz, a passionate entrepreneur and the author of the acclaimed book All In.

With 11 books under his belt, Michalowicz shares his insights on how great and successful leaders can build unstoppable teams, a challenge many entrepreneurs grapple with. The interview provides valuable lessons for business leaders looking to establish and transform their teams into thriving, engaged, and empowered units.

Listen to this entire episode on YouTube or podcast.

What It Means to Be All In

Mike Michalowicz acknowledges the struggles entrepreneurs face, drawing on his own experiences. Overcoming these challenges requires a commitment to reinvestigating and understanding the nuances of entrepreneurship. With a mission to help businesses of all kinds run successful, sustainable, healthy, and growing businesses, Michalowicz has crafted All In to focus on how great leaders can build their own dream teams.

Interestingly, Michalowicz has found that despite being underfunded, small businesses often draw top talent without relying solely on compensation. How can this be? Why do people work for companies even without full benefits packages or huge salaries? It comes down to drawing the right individuals to opportunities versus attracting people based on a job title or salary alone.

To mirror that success in hiring and retaining top talent, focus on transparency in job advertisements, highlighting the company’s values and objectives. Michalowicz’s FASO approach is an excellent starting point in matching people with the best roles.

The FASO Approach

Fit the Person With the Role

Find the fit or the need within your organization, ensuring the right people are attracted to your team. Michalowicz shares a practical example of realigning a team member’s responsibilities based on their strengths and weaknesses.

“I had a receptionist who answered the phones and greeted walk-ins when that was a thing back in the day,” Michalowicz explains. She also did data entry — and, in his words, she stunk at it. Instead of looking at her as ill-suited for the position, he recognized her talents in building relationships and realigned her to be a greeter on sales calls.

Similarly, a salesperson who was great at closing deals and tracking details but stunk at farming — generating revenue by nurturing accounts — became a data entry person.

“Match talent to task, not title,” Michalowicz advises.

Ability Beyond Experience

Beyond traditional experiential abilities, Michalowicz emphasizes the importance of assessing innate and potential skills. Furthermore, by looking at what individuals could achieve in the right environment, businesses can tap into a broader pool of talent.

Michalowicz draws a parallel from the sports industry, where potential analysis is a well-established practice. In sports, athletes are often evaluated not just on their current skills but also on their potential to improve and excel in the right training environment. By applying a similar approach in business, leaders can identify individuals who may not have extensive experience but demonstrate the potential to excel with the right guidance and support.

To illustrate this point, Michalowicz provides a real-world example involving the retail giant Home Depot. He describes how Home Depot conducts workshops for customers, not only as a means of teaching DIY skills but also as an opportunity to evaluate participants. Enthusiastic participants who show skills and potential during these workshops might be approached with job opportunities, showcasing how assessing potential abilities can be seamlessly integrated into recruitment processes.

Serve Dreams

Building unstoppable teams involves aligning individual dreams with organizational objectives. Michalowicz stresses the significance of serving the dreams of team members and supporting their personal aspirations.

The concept of serving dreams extends beyond simple recognition; it involves actively supporting employees in their pursuit of personal aspirations. Whether it’s learning a new skill, buying a house, or moving to a new location, leaders can play a pivotal role in facilitating these personal journeys. Michalowicz contends that by investing in the personal development of team members, organizations lay the foundation for long-term success.

To implement this approach effectively, leaders should offer flexibility in schedules or seek ways to connect team members with resources that align with their personal dreams. Serving dreams requires a level of empathy and understanding that goes beyond the typical employer-employee relationship. Moreover, leaders who genuinely care about the well-being and personal fulfillment of their team members foster a sense of loyalty and commitment that transcends the transactional nature of work.

Psychological Ownership

To create a sense of ownership among employees, adopt psychological ownership principles. By allowing employees to personalize their roles and have a sense of control, they are more likely to act like owners and care deeply about their responsibilities.

Key to implementing psychological ownership is providing employees with the autonomy to personalize their roles and fostering a sense of control over their responsibilities. This approach allows individuals to feel a deeper connection to their work, making it more than just a set of tasks but a meaningful contribution to the overall success of the organization.

Michalowicz draws a compelling parallel with personal possessions to illustrate the concept of psychological ownership. When individuals have control over something, be it a car or a home, they invest time, effort, and care into maintaining and improving it. In the same way, when employees feel a sense of control over their roles, they naturally invest themselves in ensuring the success and growth of their responsibilities.

For organizations looking to implement psychological ownership principles, Michalowicz suggests providing employees with opportunities to contribute to decision-making processes, allowing them to shape their roles, and encouraging a sense of accountability. It requires a shift in leadership mindset from dictatorial to collaborative, fostering an environment where every team member’s input is valued.

Implementing the All-In Mentality

Once you commit to the process, getting started with Michalowicz’s All In recommendations is simple. Here are vital tips to help you build an unstoppable team of your own.

  • Hold regular one-on-one meetings: Michalowicz suggests having frequent one-on-one meetings with team members, even weekly. Additionally, these meetings foster micro-connections and corrections, allowing leaders to stay in sync with their team and address changes in expectations and personal lives.
  • Adapt to the business size: Michalowicz emphasizes the size of the business does not limit these principles. Whether it’s a one-person enterprise or a Fortune 500 company, the focus is on empowering the team, creating a sense of ownership, and building strong personal connections.
  • Build rapport through natural dialogue: Michalowicz highlights that personal connections will naturally occur through regular conversations. These connections lead to a better understanding of team members, resulting in improved performance and engagement.

Be Unstoppable

Building unstoppable teams is a crucial aspect of long-term success for entrepreneurs. Michalowicz’s insights provide a roadmap for leaders to transform their teams into cohesive, engaged, and empowered units.

Entrepreneurs can cultivate an environment where teams thrive and businesses flourish by focusing on finding the right fit, recognizing abilities beyond experience, serving individual dreams, and instilling a sense of psychological ownership.

To learn more about Mike Michalowicz, visit

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