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Impact Players: How to Take the Lead, Play Bigger, and Multiply Your Impact
Why do some people break through and make an impact while others get stuck going through the motions?
In every organization there are Impact Players--those indispensable colleagues who can be counted on in critical situations and who consistently receive high-profile assignments and new opportunities. Whether they are on center stage or behind the scenes, managers know who these top players are, understand their worth, and want more of them on their team. While their impact is obvious, it's not always clear what actually makes these professionals different from their peers.
In Impact Players, New York Times bestselling author and researcher Liz Wiseman reveals the secrets of these stellar professionals who play the game at a higher level. Drawing on insights from leaders at top companies, Wiseman explains what the most influential players are doing differently, how small and seemingly insignificant differences in how we think and act can make an enormous impact, and why--with a little coaching--this mindset is available to everyone who wants to contribute at their highest level.
Based on a study of 170 top contributors, Wiseman identifies the mindsets that prevent otherwise smart, capable people from contributing to their full potential and the five practices that differentiate Impact
While others do their job, Impact Players figure out the real job to be done. While others wait for direction, Impact Players step up and lead.While others escalate problems, Impact Players move things across the finish line.While others attempt to minimize change, Impact Players are learning and adapting to change. While others add to the load, the Impact Players make heavy demands feel lighter.Wiseman makes clear that these practices--and the right mindset--can help any employee contribute at their fullest and shows leaders how they can raise the level of play for everyone on the team. Impact Players is your playbook for the new workplace.
In every organization there are Impact Players--those indispensable colleagues who can be counted on in critical situations and who consistently receive high-profile assignments and new opportunities. Whether they are on center stage or behind the scenes, managers know who these top players are, understand their worth, and want more of them on their team. While their impact is obvious, it's not always clear what actually makes these professionals different from their peers.
In Impact Players, New York Times bestselling author and researcher Liz Wiseman reveals the secrets of these stellar professionals who play the game at a higher level. Drawing on insights from leaders at top companies, Wiseman explains what the most influential players are doing differently, how small and seemingly insignificant differences in how we think and act can make an enormous impact, and why--with a little coaching--this mindset is available to everyone who wants to contribute at their highest level.
Based on a study of 170 top contributors, Wiseman identifies the mindsets that prevent otherwise smart, capable people from contributing to their full potential and the five practices that differentiate Impact
While others do their job, Impact Players figure out the real job to be done. While others wait for direction, Impact Players step up and lead.While others escalate problems, Impact Players move things across the finish line.While others attempt to minimize change, Impact Players are learning and adapting to change. While others add to the load, the Impact Players make heavy demands feel lighter.Wiseman makes clear that these practices--and the right mindset--can help any employee contribute at their fullest and shows leaders how they can raise the level of play for everyone on the team. Impact Players is your playbook for the new workplace.
304 pages, Kindle Edition
Published October 19, 2021
1001 people are currently reading
7607 people want to read
About the author
Liz Wiseman
11 books241 followersLiz Wiseman is an American researcher, speaker, executive advisor, and the author of The New York Times bestseller Multipliers
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Displaying 1 - 30 of 237 reviews
March 22, 2022
If you are a neurotypical, capitalist that lives a "typical" life devoid of challenges or barriers, you will LOVE this book. It's a great book with lots of useful insight and advice.
However, if you are someone with challenges such as neurodivergence, personal demands such as being a single parent, having aging parents, having young kids or family whom you care for etc. that leave you unable to give 110% in the workplace, or just don't subscribe to the capitalist patriarchy and their ideals, then take it with a grain of salt.
This book is the siren song of the capitalist patriarchy - good for them, not for me.
However, if you are someone with challenges such as neurodivergence, personal demands such as being a single parent, having aging parents, having young kids or family whom you care for etc. that leave you unable to give 110% in the workplace, or just don't subscribe to the capitalist patriarchy and their ideals, then take it with a grain of salt.
This book is the siren song of the capitalist patriarchy - good for them, not for me.
September 22, 2022
I wanted to like this book, but it proved to be no different than the glut of similar business-related self-improvement books available. Heavy on the task-oriented behavioral content to please others, very light on the "why" of disenchantment or disengagement with work.
This book was so full of lists and made up-jargon that it made my head spin. It only gave brief lip service to burnout and the not-so-recent phenomenon of quiet quitting. If I followed the bulk of the advice in this book, I'd have stress-related heart issues before 50, or I'd be assimilated by the Borg collective: do more than you are currently doing, don't rock the boat, ask for less help than your colleagues, steer clear from your passions in favor of the monolithic collective, etc, etc, etc.
If you're looking for a better book on the "why" of engagement, which seems to me to be the key to a transformative workplace, check out any recent work and research by Marcus Buckingham or Pat Lencioni. These researchers are much better at recognizing the uniqueness of the individual, the rarity of each person's contribution, and helping the reader identify those unique contributions.
This book was so full of lists and made up-jargon that it made my head spin. It only gave brief lip service to burnout and the not-so-recent phenomenon of quiet quitting. If I followed the bulk of the advice in this book, I'd have stress-related heart issues before 50, or I'd be assimilated by the Borg collective: do more than you are currently doing, don't rock the boat, ask for less help than your colleagues, steer clear from your passions in favor of the monolithic collective, etc, etc, etc.
If you're looking for a better book on the "why" of engagement, which seems to me to be the key to a transformative workplace, check out any recent work and research by Marcus Buckingham or Pat Lencioni. These researchers are much better at recognizing the uniqueness of the individual, the rarity of each person's contribution, and helping the reader identify those unique contributions.
January 31, 2023
I wanted to like this book as it came highly recommended but gave up around page 100. It’s super repetitive and full of made up jargon. It feels impractical and obviously written by a senior leader that is out of touch with their organization. The book encourages you to take on more responsibility and duties that aren’t in your job description. I can understand this to a degree but the way Liz is pushing it screams ‘Step up and take on more than you can handle for no pay or recognition. It will hopefully pay off down the road’. My experience is more than likely it doesn’t pay off, you end up with leaders and companies that continue to take advantage of their good employees until they burn them out.
March 10, 2022
I cannot finish the book. Only a quarter of it and I am already done. It doesn’t fit into today’s work scenario nobody would have so much time to step up and take up so much work and then take no credit and step down. Impractical in my opinion.
March 12, 2022
This is definitely written from a senior level perspective- for those who are trying to “impress” their managers. Nothing super riveting in this audiobook if you have a strong emotional intelligence and work for a company that coaches their employees. Overall, the content was good and an easy listen.
April 22, 2022
I need to carve out some time to write up my detailed thoughts on this one. There are some flaws with this book, primarily around the way some of the information is presented and the way the some of the recommendations, particular for managers, could be misused to the detriment of diversity and inclusion concerns. But really, I only think those would be a concern with managers who already might have a lot of challenging issues to address within themselves.
That said, overall this book carves out a clear picture for me both in terms of what I can do to improve my ability to make an impact in my work and, even more importantly, how I can cultivate and coach those qualities in people I work with.
That said, overall this book carves out a clear picture for me both in terms of what I can do to improve my ability to make an impact in my work and, even more importantly, how I can cultivate and coach those qualities in people I work with.
June 23, 2022
I just finished reading this book, and can't tell you how many times I've mentioned it in conversations. From the author of Maximizers, this book turns the focus on how can we, as employees, become the type of worker who impacts our workplaces in a transformational way. Filled with practical examples and techniques, this book will become my go to recommendation or gift to my graduating students. This book has had a deep impact on how I think about my career at this stage. I love that. *It is hands-down the best personal leadership book I've read in the last two years.* It also has a powerful chapter (8) for team leads/managers. Highly recommend
December 12, 2021
Great set of practices and mindsets for being a superstar
Liz Wiseman’s new book is a great resource for those seeking to be an awesome team player, or for the leader who wants to cultivate superstar work.
In particular, I enjoyed the contrast frames of ‘contributors’ vs ‘high impact players’.
If you want good suggestions on how to encourage proactive work behaviours, then this book is a terrific resource.
Only 4 stars because I felt the leader’s coaching section for creating a high impact team was a little light on and could have done with a more extensive treatment.
Liz Wiseman’s new book is a great resource for those seeking to be an awesome team player, or for the leader who wants to cultivate superstar work.
In particular, I enjoyed the contrast frames of ‘contributors’ vs ‘high impact players’.
If you want good suggestions on how to encourage proactive work behaviours, then this book is a terrific resource.
Only 4 stars because I felt the leader’s coaching section for creating a high impact team was a little light on and could have done with a more extensive treatment.
July 2, 2021
Loved some of the anecdotes in the latest from Liz Wiseman. Excited to apply some of her ideas when I start my first job this august!
Read
May 17, 2022In order to multiply your impact on your environment, keep your eyes open and notice problems beyond your job that warrant attention. Without waiting for direction, identify where you can help and step up to do so. By embracing a mindset of leadership, grit and resilience, you can make a difference and inspire others to rally behind you, too.
---
Expand your focus to find your W.I.N.
This brings us to our first pro-tip: Expand your focus to find your W.I.N.
According to a youth soccer coach, the best players on the team don’t look much at their own footwork during a match. That’s because they’re too busy scanning the field, ready to adjust their performance in response to their observations.
The same applies in organizations: the best employees don’t limit their focus to their own tasks. They also observe what’s happening around them to check if any other job needs doing. Once they identify where they can help, they jump in.
To be of maximum value as a contributor, you, too, need to know what your leaders, customers and stakeholders value the most. Ask yourself, how well do you grasp the skills that are indispensable to your organization?
A quick way to tune into these priorities is to identify your W.I.N. – which stands for What’s Important Now. This is something valued by your organization that’s also important to your immediate boss or stakeholder. Think about your organization’s business model, and compare it to your stakeholder’s top three priorities. For instance, if you work for a nonprofit organization, your W.I.N. could involve getting more volunteers involved in your organization, attracting more funding, or innovating new ways to support your cause or target community.
Once you’ve established your all-important W.I.N., look for places where your own capabilities overlap – so you can find an opportunity to contribute. Are there any problems that you can tackle with your unique skills? This step will help you form your agenda.
Finally, make sure your boss or stakeholder knows about your agenda. Craft a short statement that captures how your work will help them achieve the priorities on their agenda. For example, you could say: “I’m aware that our top priority is customer retention, so I’m making profiles of our different customer segments to help us better understand their needs.”
It’s a good idea to begin your one-on-one meetings like this, so that everyone is on the same page. However you decide to communicate your agenda, be it a phone call, text message or email, make sure you send the clear message that you understand what is important to your stakeholders, without needing to be told.
Remember, Impact Players don’t wait until they are given a task. They proactively identify problems to solve.
---
While others wait for direction, Impact Players step up and lead.
Betty Williams was an ordinary citizen of Belfast when political violence broke out in her hometown in the late 1960s. It was the start of the thirty-year conflict known as the Troubles, fought between Catholic nationalists who wanted to leave the United Kingdom, and Protestant unionists who wanted to remain.
Williams, an office worker and mother, wanted to do her part to improve the situation. So in 1976, she began circulating petitions to women, and inviting them to march in protest. Eventually, she gathered tens of thousands, and established the Women for Peace movement, which was credited with reducing the amount of violence in Northern Ireland over the ensuing years.
Williams started off with no political power. She simply wanted to see change, so she took the lead and fought for it.
Impact Players like Betty don’t wait for permission to influence the course of history. They show initiative and take responsibility. And when they lead, they do so collaboratively, so others want to play on their team.
By contrast, people operating with a Contributor Mindset look to their leaders for direction. While loyal followers can be trusted to carry out requests, they uphold the status quo. When they spot problems, mere contributors might be concerned, sure, but unlike Impact Players, they don’t take charge unless it is already their job to lead.
To become an Impact Player, don’t wait to be appointed. Be on the lookout for everyday situations that lack clear leadership and fill the vacuum yourself.
You don’t even have to wait for a huge problem to come up. Listen for ambient problems, seemingly small, persistent problems that everyone complains about but does nothing about. Those perpetual inefficiencies that accumulate into a huge waste over time. For example, it is estimated that 63 percent of meetings have no planned agenda. If that’s often the case for you, offer valuable clarity at the start of a meeting by simply asking, “What is the most important thing for us to accomplish in the next half an hour?”
One Impact Player saw people spending too much time on presentation slides and identified this opportunity for improvement. She developed a tool to help, which the company rolled out globally, saving hundreds of hours of work as a result.
It goes to show, as we’ll talk about next, that stepping up is only the beginning. To have impact, you also have to finish strong.
---
Expand your focus to find your W.I.N.
This brings us to our first pro-tip: Expand your focus to find your W.I.N.
According to a youth soccer coach, the best players on the team don’t look much at their own footwork during a match. That’s because they’re too busy scanning the field, ready to adjust their performance in response to their observations.
The same applies in organizations: the best employees don’t limit their focus to their own tasks. They also observe what’s happening around them to check if any other job needs doing. Once they identify where they can help, they jump in.
To be of maximum value as a contributor, you, too, need to know what your leaders, customers and stakeholders value the most. Ask yourself, how well do you grasp the skills that are indispensable to your organization?
A quick way to tune into these priorities is to identify your W.I.N. – which stands for What’s Important Now. This is something valued by your organization that’s also important to your immediate boss or stakeholder. Think about your organization’s business model, and compare it to your stakeholder’s top three priorities. For instance, if you work for a nonprofit organization, your W.I.N. could involve getting more volunteers involved in your organization, attracting more funding, or innovating new ways to support your cause or target community.
Once you’ve established your all-important W.I.N., look for places where your own capabilities overlap – so you can find an opportunity to contribute. Are there any problems that you can tackle with your unique skills? This step will help you form your agenda.
Finally, make sure your boss or stakeholder knows about your agenda. Craft a short statement that captures how your work will help them achieve the priorities on their agenda. For example, you could say: “I’m aware that our top priority is customer retention, so I’m making profiles of our different customer segments to help us better understand their needs.”
It’s a good idea to begin your one-on-one meetings like this, so that everyone is on the same page. However you decide to communicate your agenda, be it a phone call, text message or email, make sure you send the clear message that you understand what is important to your stakeholders, without needing to be told.
Remember, Impact Players don’t wait until they are given a task. They proactively identify problems to solve.
---
While others wait for direction, Impact Players step up and lead.
Betty Williams was an ordinary citizen of Belfast when political violence broke out in her hometown in the late 1960s. It was the start of the thirty-year conflict known as the Troubles, fought between Catholic nationalists who wanted to leave the United Kingdom, and Protestant unionists who wanted to remain.
Williams, an office worker and mother, wanted to do her part to improve the situation. So in 1976, she began circulating petitions to women, and inviting them to march in protest. Eventually, she gathered tens of thousands, and established the Women for Peace movement, which was credited with reducing the amount of violence in Northern Ireland over the ensuing years.
Williams started off with no political power. She simply wanted to see change, so she took the lead and fought for it.
Impact Players like Betty don’t wait for permission to influence the course of history. They show initiative and take responsibility. And when they lead, they do so collaboratively, so others want to play on their team.
By contrast, people operating with a Contributor Mindset look to their leaders for direction. While loyal followers can be trusted to carry out requests, they uphold the status quo. When they spot problems, mere contributors might be concerned, sure, but unlike Impact Players, they don’t take charge unless it is already their job to lead.
To become an Impact Player, don’t wait to be appointed. Be on the lookout for everyday situations that lack clear leadership and fill the vacuum yourself.
You don’t even have to wait for a huge problem to come up. Listen for ambient problems, seemingly small, persistent problems that everyone complains about but does nothing about. Those perpetual inefficiencies that accumulate into a huge waste over time. For example, it is estimated that 63 percent of meetings have no planned agenda. If that’s often the case for you, offer valuable clarity at the start of a meeting by simply asking, “What is the most important thing for us to accomplish in the next half an hour?”
One Impact Player saw people spending too much time on presentation slides and identified this opportunity for improvement. She developed a tool to help, which the company rolled out globally, saving hundreds of hours of work as a result.
It goes to show, as we’ll talk about next, that stepping up is only the beginning. To have impact, you also have to finish strong.
January 30, 2023
Seriously great book.
If you’re wanting to understand how to level-up at work, this book has perfect examples of how to modify your behavior in simple ways that will lead to a big impact.
If you’re wanting to understand how to level-up at work, this book has perfect examples of how to modify your behavior in simple ways that will lead to a big impact.
January 3, 2022
This book was just okay. It started out strong, but then became very repetitive. It could have been more concise. There was some great information, but you can also find it elsewhere. I like that it is backed in research and that she cites a lot of other's research, but it does not provide a lot of new information. If you haven't read many other leadership books or books about positive psychology in the workplace, then you will probably find the information more unique.
February 26, 2022
I don't have time or energy to be involved in all the things I'd love to, so I'm choosing more carefully how to spend my time in order to make the biggest impact in things I care the most about. The relatable, practical, and motivating principles presented here inspire me to not work harder, but more impactfully, and to help those I work with to do the same.
Loved this book!
Loved this book!
July 4, 2022
On one hand, this provided some interesting ideas, on the other hand, being an impact player actually could result in doing your actual work quite poorly. And the part about creating teams just sucked.
November 27, 2021
I recommend this book. The Wiseman Group’s research based on 170 leaders revealed what managers need most from the people they lead, why it’s easier for them to entrust critical assignments to certain people, and why they hesitate to fully support the efforts of others. [I love Liz’s work and applaud most of the basic premises of this book but don’t believe 170 is a representative sample to draw too many conclusions from and generalize anecdotes.] Here are my highlights:
Like an Impact Player in sports, the superstars in the workplace all have “game.” They are smart and talented and have an extraordinary work ethic; but as with Impact Players in athletics, there is something more than just talent and work ethic at play. There’s also their mental game: how they view their role, work with their managers, and deal with adversity and ambiguity, and how willing they are to improve.
The following practices are the five key differentiators between Impact Players and their colleagues.
Do the job that’s needed. While others do their job, Impact Players do the job that needs to be done. Impact Players see themselves as problem solvers. They aren’t trapped by antiquated organizational structures or overly enamored with their positions. They don’t just do their job; they find ways to serve where they can be of greatest value. An overarching idea seems to govern their work: “I can be of service and solve problems.” Impact Players work with a sense of purpose and conviction, but they work in service of the organization’s unmet needs rather than their personal interests. Managers rarely described them as being passionate about a topic but often described them as being passionate about the work itself. Impact Players work with passion, not on their personal passion.
Step up, step back. While others wait for direction, Impact Players step up and lead. Impact Players take charge of situations that lack leadership. When they see an opportunity for improvement, they don’t wait for permission to act. They step up, volunteering to lead long before higher-ups in the organization ask them to do so. They are disruptors of the status quo who choose to lead rather than let things be. They offer a higher value proposition; instead of just carrying out the boss’s direction, they can also rally others. Impact Players follow a distinct pattern as they step up and lead, bring others along, and, at the right time, step back. Impact Players are not just heroes; they are hero makers.
Finish stronger. While others escalate problems, Impact Players move things across the finish line and build strength along the way. Impact Players take ownership, anticipate and wrestle down problems, and do what it takes to complete the whole job. They can finish strong because they anticipate problems and develop a plan. Research showed that there were certain things that high-value contributors always (or nearly always) did: (1) take ownership and get a job done without being reminded; (2) act with integrity and do the right thing; (3) be easy to work with, likable, approachable, and positive; (4) learn quickly; and (5) apply their strengths to the work at hand. Roadblocks become building blocks for growth, providing the resistance needed to become stronger and smarter and prove one’s mettle.
Ask and adjust. While others attempt to manage and minimize change, Impact Players are learning and adapting to change. Being reactionary is often seen as a negative quality, but actually, Impact Players are reactors—responding to changes in their environment and the feedback they are given. By being reactive (but not reactionary), they adapt to a changing environment. When the world of work is changing fast, the critical skill isn’t what you know but how fast you can learn. Savvy leaders know they need more than just a team of smart, capable people; they seek out players who have both the confidence and the humility to learn.
Make work light. While others add to the load, Impact Players make heavy demands feel lighter. They make hard work easier; the work doesn’t necessarily become easier, but the process of working becomes easier and more enjoyable. They provide lift, not by taking on other people’s work but by decreasing the phantom workload. They foster a light environment that lowers stress and increases the joy of work, both of which reduce burnout. Impact Players improve the environment and make work easier and more pleasant by bringing levity, recognizing others, and being human.
Impact Players view ambiguity through the lens of opportunity, view the broader context, can see the upside as well as downside of choices and the benefits to stakeholders. They recognize ambiguity, check their lens, reframe the situation, and replace it with an opportunity lens.
Build a High-Impact Team - A dream team is the result from carefully curating players with the right mindset, developing them as individuals and as a team, and nurturing a robust, healthy culture. It is an act of bold, aspirational leadership. It requires purposeful development and the right type of coaching. The best strategy for building a team of Impact Players is to hire people who already have the qualities that are most difficult to develop and then actively cultivate the other qualities. Insights from top executive coaches suggest that companies should hire candidates who are: self-directed, community-minded, have a high tolerance for ambiguity, and are fun to work with, even in stressful times. It’s the leader’s job to grow the talent they already have. Managers need to create an environment in which the right mindsets and behaviors can grow. The best leaders cultivate a climate that is both comfortable and intense. They remove fear and provide the security that invites people to do their best thinking. At the same time, they establish an energizing, intense environment that demands people’s best efforts.
Like an Impact Player in sports, the superstars in the workplace all have “game.” They are smart and talented and have an extraordinary work ethic; but as with Impact Players in athletics, there is something more than just talent and work ethic at play. There’s also their mental game: how they view their role, work with their managers, and deal with adversity and ambiguity, and how willing they are to improve.
The following practices are the five key differentiators between Impact Players and their colleagues.
Do the job that’s needed. While others do their job, Impact Players do the job that needs to be done. Impact Players see themselves as problem solvers. They aren’t trapped by antiquated organizational structures or overly enamored with their positions. They don’t just do their job; they find ways to serve where they can be of greatest value. An overarching idea seems to govern their work: “I can be of service and solve problems.” Impact Players work with a sense of purpose and conviction, but they work in service of the organization’s unmet needs rather than their personal interests. Managers rarely described them as being passionate about a topic but often described them as being passionate about the work itself. Impact Players work with passion, not on their personal passion.
Step up, step back. While others wait for direction, Impact Players step up and lead. Impact Players take charge of situations that lack leadership. When they see an opportunity for improvement, they don’t wait for permission to act. They step up, volunteering to lead long before higher-ups in the organization ask them to do so. They are disruptors of the status quo who choose to lead rather than let things be. They offer a higher value proposition; instead of just carrying out the boss’s direction, they can also rally others. Impact Players follow a distinct pattern as they step up and lead, bring others along, and, at the right time, step back. Impact Players are not just heroes; they are hero makers.
Finish stronger. While others escalate problems, Impact Players move things across the finish line and build strength along the way. Impact Players take ownership, anticipate and wrestle down problems, and do what it takes to complete the whole job. They can finish strong because they anticipate problems and develop a plan. Research showed that there were certain things that high-value contributors always (or nearly always) did: (1) take ownership and get a job done without being reminded; (2) act with integrity and do the right thing; (3) be easy to work with, likable, approachable, and positive; (4) learn quickly; and (5) apply their strengths to the work at hand. Roadblocks become building blocks for growth, providing the resistance needed to become stronger and smarter and prove one’s mettle.
Ask and adjust. While others attempt to manage and minimize change, Impact Players are learning and adapting to change. Being reactionary is often seen as a negative quality, but actually, Impact Players are reactors—responding to changes in their environment and the feedback they are given. By being reactive (but not reactionary), they adapt to a changing environment. When the world of work is changing fast, the critical skill isn’t what you know but how fast you can learn. Savvy leaders know they need more than just a team of smart, capable people; they seek out players who have both the confidence and the humility to learn.
Make work light. While others add to the load, Impact Players make heavy demands feel lighter. They make hard work easier; the work doesn’t necessarily become easier, but the process of working becomes easier and more enjoyable. They provide lift, not by taking on other people’s work but by decreasing the phantom workload. They foster a light environment that lowers stress and increases the joy of work, both of which reduce burnout. Impact Players improve the environment and make work easier and more pleasant by bringing levity, recognizing others, and being human.
Impact Players view ambiguity through the lens of opportunity, view the broader context, can see the upside as well as downside of choices and the benefits to stakeholders. They recognize ambiguity, check their lens, reframe the situation, and replace it with an opportunity lens.
Build a High-Impact Team - A dream team is the result from carefully curating players with the right mindset, developing them as individuals and as a team, and nurturing a robust, healthy culture. It is an act of bold, aspirational leadership. It requires purposeful development and the right type of coaching. The best strategy for building a team of Impact Players is to hire people who already have the qualities that are most difficult to develop and then actively cultivate the other qualities. Insights from top executive coaches suggest that companies should hire candidates who are: self-directed, community-minded, have a high tolerance for ambiguity, and are fun to work with, even in stressful times. It’s the leader’s job to grow the talent they already have. Managers need to create an environment in which the right mindsets and behaviors can grow. The best leaders cultivate a climate that is both comfortable and intense. They remove fear and provide the security that invites people to do their best thinking. At the same time, they establish an energizing, intense environment that demands people’s best efforts.
November 2, 2024
Really wanted to like this book because I read Multipliers book when it first came out 14 years ago and it was quite transformative on my leader's journey. I would not say that this one was a bad book but it felt less original, at times repetitive and sometimes a bit naive (taking everything on yourself proactively might just end up with burnout and being taken advantage of).
5 key differentiators for Impact Players:
*Do the job that’s needed. While others do their job, Impact Players do the job that needs to be done. Impact Players see themselves as problem solvers.
*Step up, step back. While others wait for direction, Impact Players step up and lead. Impact Players take charge of situations that lack leadership. When they see an opportunity for improvement, they don’t wait for permission to act. They step up, volunteering to lead long before higher-ups in the organization ask them to do so.
*Finish stronger. While others escalate problems, Impact Players move things across the finish line and build strength along the way. Impact Players take ownership, anticipate and wrestle down problems, and do what it takes to complete the whole job. They can finish strong because they anticipate problems and develop a plan.
*Ask and adjust. While others attempt to manage and minimize change, Impact Players are learning and adapting to change. Being reactionary is often seen as a negative quality, but actually, Impact Players are reactors—responding to changes in their environment and the feedback they are given. By being reactive (but not reactionary), they adapt to a changing environment.
*Make work light. While others add to the load, Impact Players make heavy demands feel lighter. They make hard work easier; the work doesn’t necessarily become easier, but the process of working becomes easier and more enjoyable. They provide lift, not by taking on other people’s work but by decreasing the phantom workload.
Build a High-Impact Team - A dream team is the result from carefully curating players with the right mindset, developing them as individuals and as a team, and nurturing a robust, healthy culture. It is an act of bold, aspirational leadership. It requires purposeful development and the right type of coaching. The best strategy for building a team of Impact Players is to hire people who already have the qualities that are most difficult to develop and then actively cultivate the other qualities. Insights from top executive coaches suggest that companies should hire candidates who are: self-directed, community-minded, have a high tolerance for ambiguity, and are fun to work with, even in stressful times. It’s the leader’s job to grow the talent they already have. Managers need to create an environment in which the right mindsets and behaviors can grow. The best leaders cultivate a climate that is both comfortable and intense. They remove fear and provide the security that invites people to do their best thinking. At the same time, they establish an energizing, intense environment that demands people’s best efforts.
“The Impact Players in our study see everyday challenges as opportunities. To Impact Players, unclear direction and changing priorities are chances to add value. They are energized by the messy problems that would enervate or foil others. Lack of clarity doesn’t paralyze them; it provokes them. Invitations to make changes are intriguing, not intimidating. Perhaps most fundamentally, they don’t see problems as distractions from their job; rather, they are the job—not just their job, but everyone’s job.”
5 key differentiators for Impact Players:
*Do the job that’s needed. While others do their job, Impact Players do the job that needs to be done. Impact Players see themselves as problem solvers.
*Step up, step back. While others wait for direction, Impact Players step up and lead. Impact Players take charge of situations that lack leadership. When they see an opportunity for improvement, they don’t wait for permission to act. They step up, volunteering to lead long before higher-ups in the organization ask them to do so.
*Finish stronger. While others escalate problems, Impact Players move things across the finish line and build strength along the way. Impact Players take ownership, anticipate and wrestle down problems, and do what it takes to complete the whole job. They can finish strong because they anticipate problems and develop a plan.
*Ask and adjust. While others attempt to manage and minimize change, Impact Players are learning and adapting to change. Being reactionary is often seen as a negative quality, but actually, Impact Players are reactors—responding to changes in their environment and the feedback they are given. By being reactive (but not reactionary), they adapt to a changing environment.
*Make work light. While others add to the load, Impact Players make heavy demands feel lighter. They make hard work easier; the work doesn’t necessarily become easier, but the process of working becomes easier and more enjoyable. They provide lift, not by taking on other people’s work but by decreasing the phantom workload.
Build a High-Impact Team - A dream team is the result from carefully curating players with the right mindset, developing them as individuals and as a team, and nurturing a robust, healthy culture. It is an act of bold, aspirational leadership. It requires purposeful development and the right type of coaching. The best strategy for building a team of Impact Players is to hire people who already have the qualities that are most difficult to develop and then actively cultivate the other qualities. Insights from top executive coaches suggest that companies should hire candidates who are: self-directed, community-minded, have a high tolerance for ambiguity, and are fun to work with, even in stressful times. It’s the leader’s job to grow the talent they already have. Managers need to create an environment in which the right mindsets and behaviors can grow. The best leaders cultivate a climate that is both comfortable and intense. They remove fear and provide the security that invites people to do their best thinking. At the same time, they establish an energizing, intense environment that demands people’s best efforts.
“The Impact Players in our study see everyday challenges as opportunities. To Impact Players, unclear direction and changing priorities are chances to add value. They are energized by the messy problems that would enervate or foil others. Lack of clarity doesn’t paralyze them; it provokes them. Invitations to make changes are intriguing, not intimidating. Perhaps most fundamentally, they don’t see problems as distractions from their job; rather, they are the job—not just their job, but everyone’s job.”
July 22, 2025
Impact Players in a nutshell: do the job that’s needed - not just the one in your job description. Which to be honest, sounds like every capitalist manager's dream...
The five habits it outlines for building an impact player mindset are practical, and I appreciated the emphasis on working with purpose, not just working harder or longer. Kudos to Liz Wiseman for addressing this directly in the FAQ section: making more impact doesn’t have to lead to burnout or workaholism.
I also found it interesting that this book isn’t really about leadership in the traditional sense, I think it is more about strong followership or high-level workmanship. It reframes being a strong employee as more of a 'leading from the bottom up' role, but at its core this book felt focused on how to be the most valuable team member, not how to actually lead. (If you are a manager, there are lots of management tips on how to cultivate this behavior in your teams).
What disappointed me: the book barely acknowledges how unconscious bias shapes who gets seen as an “impact player.” That gap matters! (Especially for women and people of color). I think it's risky to suggest that simply going above and beyond will lead to more success. That really only works if you have a manager who sees your value and actively supports your career growth.
The better takeaway? You can be smart, talented, hardworking, and still not be seen as making an impact. Learning the habits Wiseman outlines can help you make the most of your time and energy at work. Just keep in mind recognition isn’t guaranteed. Visibility, advocacy, and the right environment matter just as much as effort when it comes to success at work.
The five habits it outlines for building an impact player mindset are practical, and I appreciated the emphasis on working with purpose, not just working harder or longer. Kudos to Liz Wiseman for addressing this directly in the FAQ section: making more impact doesn’t have to lead to burnout or workaholism.
I also found it interesting that this book isn’t really about leadership in the traditional sense, I think it is more about strong followership or high-level workmanship. It reframes being a strong employee as more of a 'leading from the bottom up' role, but at its core this book felt focused on how to be the most valuable team member, not how to actually lead. (If you are a manager, there are lots of management tips on how to cultivate this behavior in your teams).
What disappointed me: the book barely acknowledges how unconscious bias shapes who gets seen as an “impact player.” That gap matters! (Especially for women and people of color). I think it's risky to suggest that simply going above and beyond will lead to more success. That really only works if you have a manager who sees your value and actively supports your career growth.
The better takeaway? You can be smart, talented, hardworking, and still not be seen as making an impact. Learning the habits Wiseman outlines can help you make the most of your time and energy at work. Just keep in mind recognition isn’t guaranteed. Visibility, advocacy, and the right environment matter just as much as effort when it comes to success at work.
April 17, 2025
This one was good! I saw a lot of myself in it, but it was about 100 pages longer than it had to be. The author at about halfway through was repeating herself and concepts, just using different words. Unfortunately it felt like she needed to fulfill a page quota. Worthy read, yes, but be ready for messages to be repeated. Here are some quotes that I enjoyed:
“The art of being wise is the art of knowing what to overlook. Likewise, the secret lies not just in what these players do but in what they don’t do: they don’t complicate matters, create friction, or overcommunicate. They favor value creation over politicking.”
“We waste too much of our energy and intelligence dealing with office politics and conflicts and high maintenance colleagues.”
“Associating our full identity with our occupation, even work we love, is dangerous, not only to our sense of well being but to the quality of our work as well.”
“The difference between winners and losers is how they handle losing. No one can completely avoid troubles and potential pitfalls are everywhere, so the real skill is the resilience to climb out of the hole and bounce back.”
#YouKnowWhyImHere #BookTherapy #ProgressNOTPerfection #ImpactPlayers #StillHereStillROCKin
“The art of being wise is the art of knowing what to overlook. Likewise, the secret lies not just in what these players do but in what they don’t do: they don’t complicate matters, create friction, or overcommunicate. They favor value creation over politicking.”
“We waste too much of our energy and intelligence dealing with office politics and conflicts and high maintenance colleagues.”
“Associating our full identity with our occupation, even work we love, is dangerous, not only to our sense of well being but to the quality of our work as well.”
“The difference between winners and losers is how they handle losing. No one can completely avoid troubles and potential pitfalls are everywhere, so the real skill is the resilience to climb out of the hole and bounce back.”
#YouKnowWhyImHere #BookTherapy #ProgressNOTPerfection #ImpactPlayers #StillHereStillROCKin
January 31, 2024
The five practices that differentiate Impact Players from the rest are:
1. **Do the job that's needed**: Impact Players go beyond their assigned tasks and take on the real work needed to serve the team and the organization.
2. **Step up, step back**: Impact Players take charge and lead when it's evident that something needs to be done, even if it's not their job. They also step back and let others lead when it's appropriate.
3. **Create energy and momentum**: Impact Players create a sense of urgency and excitement around their work, inspiring others to join in and contribute.
4. **Be a catalyst for change**: Impact Players identify opportunities for improvement and take action to make things better.
5. **Multiply your impact**: Impact Players share their knowledge and expertise with others, creating a ripple effect that multiplies their impact across the organization
https://impactplayersbook.com/wp-cont....
1. **Do the job that's needed**: Impact Players go beyond their assigned tasks and take on the real work needed to serve the team and the organization.
2. **Step up, step back**: Impact Players take charge and lead when it's evident that something needs to be done, even if it's not their job. They also step back and let others lead when it's appropriate.
3. **Create energy and momentum**: Impact Players create a sense of urgency and excitement around their work, inspiring others to join in and contribute.
4. **Be a catalyst for change**: Impact Players identify opportunities for improvement and take action to make things better.
5. **Multiply your impact**: Impact Players share their knowledge and expertise with others, creating a ripple effect that multiplies their impact across the organization
https://impactplayersbook.com/wp-cont....
This entire review has been hidden because of spoilers.
October 25, 2025
There are a couple of nuggets of good advice like the importance of trying to see threats as opportunities (example is someone sees a windstorm and is afraid while another builds a wind turbine to harvest the energy, or someone sees a swarm of bees while another sees a hive of honey) and gaining more context of why your work is important can lead to higher buy in.
The main vibe I got however was just “do more and you’ll noticed”. There were some examples of this, one where an employee was praised because they took a phone call at a restaurant while they were on vacation to explain some excel macros to another employee. The author claims they did it because they were excited about the work but I didn’t really buy it.
If you want to throw yourself into work and that’s what’s lacking in your life then sure I’d recommend it. If you’re looking for some tips on how to be better yourself then get this book from the library and just read “the playbook” at the end of each chapter and then chapter 8.
The main vibe I got however was just “do more and you’ll noticed”. There were some examples of this, one where an employee was praised because they took a phone call at a restaurant while they were on vacation to explain some excel macros to another employee. The author claims they did it because they were excited about the work but I didn’t really buy it.
If you want to throw yourself into work and that’s what’s lacking in your life then sure I’d recommend it. If you’re looking for some tips on how to be better yourself then get this book from the library and just read “the playbook” at the end of each chapter and then chapter 8.
December 20, 2024
While the contents of this book may not apply equally to everyone, I found it super helpful. I found myself constantly writing stuff down to remember because there were so many principles from the book that I want to apply. I feel it helped me change my entire attitude and approach towards working rather than just giving me a handful of ideas of stuff to do.
March 27, 2025
I think it’s so easy to write this book off as corporate speak and girl boss-y but give it a chance — it’s full of insight to help in any job, volunteer role, or just how to work well within your community. It opened my eyes to how I can be a better leader and teammate in any situation and I’m excited to put these new ideas to work!
July 23, 2022
4.5 — This book was so good!! I feel like all business books are focused on leadership, but this was the first book I read for when you are at the contributor level. Lots of tips were kind of common sense (be proactive) but she frames the ideas in a way that ties everything together with stats and specific examples. Highly recommend!
June 20, 2024
I read this book for a departmental book read. A lot of this book is about the author boasting about her accomplishments and patting herself on the back. Also, it is very repetitive and mostly common sense. Don't get me wrong, some nuggets of information are helpful, but overall this book tells us a lot of what we already know.
January 22, 2023
Great book.
December 19, 2024
Well explained and good ideas to put in practice. Many references to Oracle, which I can confirm.
December 25, 2024
DNF - may dip back into this in the future. I didn’t enjoy as much as other self-improvement books.
February 27, 2023
Pretty much the book says: be in service to others, help them with the burden, ace at your goals and promote your work, not yourself. I found this book too idealistic (reviewing only the ideal case scenarios) and unattached to actual workplace reality. Often forgetting that you need to be given chances to prove yourself and when you do it to be actually appreciated, which doesnt happen often. Also she gives ideal cases that whenever you stepped up, you succeeded. Also she ignores that if you step up to solve an issue on your own initiative without given the authority, your colleagues find you pushy or can talk behind your back, etc. Addressing and raising a problem often makes people label you as negative. I would give it 2,5 - overall another hyped fluff, not delivering much but the main good points for me are:
Impact players do the job that needs to be done, while others do their job. Impact player are individuals at any level of an organization, who are doing work of exceptional value and are having extraordinary impact. Contributer mindset - a set of assumptions and practices that gets the job done and makes a contribution but falls short of full potential and high impact.
Find the things that are important and do them in ways that are extremely beneficial to your career. When you have identified the fundamental problems to solve in a company, you will know how your work connects and see opportunities to help, you will know what to do. But to do it well, you need to know the values of the culture in which you are working. Read, identify the unspoken culture and adapt to it.
Upward empathy - understand what your boss’s problems really are and try to help them with those. In order to be on your boss’s agenda, you should work on their top 3 problems. Check in frequently with your team and your boss because agenda changes often so update others on your work and find out how priorities are shifting so that you can stay on the agenda.
Invite yourself to the party/ the room where things are happening - let the meeting organizer know why you would like to be included and what value you can offer, ensure to have at least one credible supporter in the room. Though you may not wait for management approval to take charge of the situation, keep your management informed that you have your core job covered (eg with checkins to know on what you are working and how it’s going).
The performance guarantee of impact players: take ownership and get the job done without being reminded, act with integrity and do the right thing, be easy to work with, like-able, approachable and positive, learn quickly, apply your strengths to the work at hand.
When we admit mistakes early and fix them quickly, we let people know that we are learning and that their feedback was a good investment. When you ask for guidance, close the loop by providing feedback on what became of their advice. You can do this by saying: 1) this is the guidance you gave me, 2) this is how I acted upon it, 3) this is what happened, 4) this is how this experience benefited me and others, 5) this is what I plan to do next.
Tactics to create space between receiving and responding to feedback, and help prevent overreaction: take a reset walk, talk it out with a friend or colleague before responding, assume positive intent of the person, who is giving you the feedback, regroup - ask for time to process the guidance you have received and come back with a plan and show appreciation for the feedback.
Be easy to work with - when workloads bear down, don’t seek relief from your boss and push workload to your colleagues, adding to their burdens, but make work light for all and try to help too. Treat your colleagues nice and with understanding through whatever hardships they might be going through their personal lives too. When you work with a contributer mindset, you add to the burden of already taxed leaders and teams, especially during difficult times, because the assumption is that you need help from your leader (dependency mindset). In contrast when you work with impact player mindset your practice is to make work light, your assumptions are that your efforts are to make work better for everyone in the team (contribution mindset), that you are an important part of a team (belonging mindset) and that you can improve the wellbeing for all (benefit mindset).
Instead of seeking more face time with your manager, be low maintenance but visible. Use the face time that you do have to find out what’s important right now, negotiate what you need in order to finish strong and get guidance to ensure to hit the target.
Success is about doing the right thing not all things right.
When we choose to see what others see, we improve our optics and when we make what’s important to others important to us, we get the vector right and increase our impact. When we look through our stakeholders eyes what’s important to them becomes clear and increases our understanding of their priorities and needs. We have a better angle from which to see the real job that needs to be done. You can change your perspective by zooming out and by changing seats.
Changing your lens by reframing threats as opportunities: 1) recognize ambiguity (eg uncertain situations like messy problems, unclear roles, unforeseen obstacles, moving targets, and unrelenting burdens can serve as signals to pause and check which lens are you using). 2) Check your lens - pay attention to your thoughts and reactions, are you looking at the situation through a threat lens (ask yourself: am I concerned primarily to the downside risks rather than the upside possibilities, am I pulling inward rather than looking outward. 3) reframe the situation, consider what the situation would look like through an opportunity lens (how would an impact player see this as an opportunity to add value, how can this have a positive impact on my own goals, what capabilities and resources can I tap into to navigate the inherent ambiguity. 4) replace with an opportunity lens - now consider what you would do differently if you saw the situation as an opportunity - as I look through the opportunity lens what beliefs and behaviors naturally follow?
Elevating your contribution: In order to be recognized, you can tactfully draw attention to your efforts, eg: providing fyi (let other people know what you have done to make their work easier - don’t overdo the details, just let them know they don’t need to worry about because you are on the job), like I took care of the list with escalated issues from yesterday’s meeting so you don’t need to worry about them. Add a surprise - do more than it’s expected from you. Innovate and share - improve a process and share the innovation with your colleagues or group, your work will be recognized and your colleagues will benefit too. Share evidence of success - periodically share the compliments and kudos you have received or have your customers or collaborators share it directly, or simply let people know what you have done not with self-promotion but just the plain facts. Build mutually supportive relationships with your peers and stakeholders, champion one another’s successes and talk each other up to your shared stakeholders. Promote the work not yourself (separate your sense of self from the work). If your work is often unseen, you can let one of your colleagues or manager handle some of those “unseen” duties while you are out on vacation. Some things must be actually personally experienced to fully comprehend the debt.
The best time to plant a tree was 20 years ago. The second best time is now. Strive to do work that makes a meaningful impact in whatever position you play.
How to recruit high impact player (look for SOAR situation, outlook, action, result), eg you can use following questions and criteria to determine how a candidate has dealt with messy problems and whether they went out of their way to do what was most useful or simply did their job: Situation: can you tell me about a time when you noticed a problem at work that affected a number of people but didn’t fall under any person’s job? Outlook: how did you think about the situation and what were the options for dealing with it? (was it useful or distraction). Action: how did you handle it/ what did you do? Result: what happened? (do they focus on the benefits of the stakeholders or themselves).
5 leadership habits to encourage impact players (by establishing environment of safety and provide them to stretch): 1) define the win (what’s important now) 2) redefine leadership - show that being a designated leader can be a temporary assignment (so when needed some step back and others to step up) 3) ask them to finish one job before they move to the next - when we hold people accountable for finishing their work we send a strong message that their work matters and we believe they are strong enough to stay in the game even when things get tough 4) critique the work not the person, treat it as helpful information rather than a personal judgement 5) stay what you appreciate (when you do X it’s easier for me to do Y).
The single best predictor of behavior is ease - the easier something is to do the more likely people are to do it.
Often in order to be successful people most need: access to critical information, guidance and support from key leaders.
Impact players do the job that needs to be done, while others do their job. Impact player are individuals at any level of an organization, who are doing work of exceptional value and are having extraordinary impact. Contributer mindset - a set of assumptions and practices that gets the job done and makes a contribution but falls short of full potential and high impact.
Find the things that are important and do them in ways that are extremely beneficial to your career. When you have identified the fundamental problems to solve in a company, you will know how your work connects and see opportunities to help, you will know what to do. But to do it well, you need to know the values of the culture in which you are working. Read, identify the unspoken culture and adapt to it.
Upward empathy - understand what your boss’s problems really are and try to help them with those. In order to be on your boss’s agenda, you should work on their top 3 problems. Check in frequently with your team and your boss because agenda changes often so update others on your work and find out how priorities are shifting so that you can stay on the agenda.
Invite yourself to the party/ the room where things are happening - let the meeting organizer know why you would like to be included and what value you can offer, ensure to have at least one credible supporter in the room. Though you may not wait for management approval to take charge of the situation, keep your management informed that you have your core job covered (eg with checkins to know on what you are working and how it’s going).
The performance guarantee of impact players: take ownership and get the job done without being reminded, act with integrity and do the right thing, be easy to work with, like-able, approachable and positive, learn quickly, apply your strengths to the work at hand.
When we admit mistakes early and fix them quickly, we let people know that we are learning and that their feedback was a good investment. When you ask for guidance, close the loop by providing feedback on what became of their advice. You can do this by saying: 1) this is the guidance you gave me, 2) this is how I acted upon it, 3) this is what happened, 4) this is how this experience benefited me and others, 5) this is what I plan to do next.
Tactics to create space between receiving and responding to feedback, and help prevent overreaction: take a reset walk, talk it out with a friend or colleague before responding, assume positive intent of the person, who is giving you the feedback, regroup - ask for time to process the guidance you have received and come back with a plan and show appreciation for the feedback.
Be easy to work with - when workloads bear down, don’t seek relief from your boss and push workload to your colleagues, adding to their burdens, but make work light for all and try to help too. Treat your colleagues nice and with understanding through whatever hardships they might be going through their personal lives too. When you work with a contributer mindset, you add to the burden of already taxed leaders and teams, especially during difficult times, because the assumption is that you need help from your leader (dependency mindset). In contrast when you work with impact player mindset your practice is to make work light, your assumptions are that your efforts are to make work better for everyone in the team (contribution mindset), that you are an important part of a team (belonging mindset) and that you can improve the wellbeing for all (benefit mindset).
Instead of seeking more face time with your manager, be low maintenance but visible. Use the face time that you do have to find out what’s important right now, negotiate what you need in order to finish strong and get guidance to ensure to hit the target.
Success is about doing the right thing not all things right.
When we choose to see what others see, we improve our optics and when we make what’s important to others important to us, we get the vector right and increase our impact. When we look through our stakeholders eyes what’s important to them becomes clear and increases our understanding of their priorities and needs. We have a better angle from which to see the real job that needs to be done. You can change your perspective by zooming out and by changing seats.
Changing your lens by reframing threats as opportunities: 1) recognize ambiguity (eg uncertain situations like messy problems, unclear roles, unforeseen obstacles, moving targets, and unrelenting burdens can serve as signals to pause and check which lens are you using). 2) Check your lens - pay attention to your thoughts and reactions, are you looking at the situation through a threat lens (ask yourself: am I concerned primarily to the downside risks rather than the upside possibilities, am I pulling inward rather than looking outward. 3) reframe the situation, consider what the situation would look like through an opportunity lens (how would an impact player see this as an opportunity to add value, how can this have a positive impact on my own goals, what capabilities and resources can I tap into to navigate the inherent ambiguity. 4) replace with an opportunity lens - now consider what you would do differently if you saw the situation as an opportunity - as I look through the opportunity lens what beliefs and behaviors naturally follow?
Elevating your contribution: In order to be recognized, you can tactfully draw attention to your efforts, eg: providing fyi (let other people know what you have done to make their work easier - don’t overdo the details, just let them know they don’t need to worry about because you are on the job), like I took care of the list with escalated issues from yesterday’s meeting so you don’t need to worry about them. Add a surprise - do more than it’s expected from you. Innovate and share - improve a process and share the innovation with your colleagues or group, your work will be recognized and your colleagues will benefit too. Share evidence of success - periodically share the compliments and kudos you have received or have your customers or collaborators share it directly, or simply let people know what you have done not with self-promotion but just the plain facts. Build mutually supportive relationships with your peers and stakeholders, champion one another’s successes and talk each other up to your shared stakeholders. Promote the work not yourself (separate your sense of self from the work). If your work is often unseen, you can let one of your colleagues or manager handle some of those “unseen” duties while you are out on vacation. Some things must be actually personally experienced to fully comprehend the debt.
The best time to plant a tree was 20 years ago. The second best time is now. Strive to do work that makes a meaningful impact in whatever position you play.
How to recruit high impact player (look for SOAR situation, outlook, action, result), eg you can use following questions and criteria to determine how a candidate has dealt with messy problems and whether they went out of their way to do what was most useful or simply did their job: Situation: can you tell me about a time when you noticed a problem at work that affected a number of people but didn’t fall under any person’s job? Outlook: how did you think about the situation and what were the options for dealing with it? (was it useful or distraction). Action: how did you handle it/ what did you do? Result: what happened? (do they focus on the benefits of the stakeholders or themselves).
5 leadership habits to encourage impact players (by establishing environment of safety and provide them to stretch): 1) define the win (what’s important now) 2) redefine leadership - show that being a designated leader can be a temporary assignment (so when needed some step back and others to step up) 3) ask them to finish one job before they move to the next - when we hold people accountable for finishing their work we send a strong message that their work matters and we believe they are strong enough to stay in the game even when things get tough 4) critique the work not the person, treat it as helpful information rather than a personal judgement 5) stay what you appreciate (when you do X it’s easier for me to do Y).
The single best predictor of behavior is ease - the easier something is to do the more likely people are to do it.
Often in order to be successful people most need: access to critical information, guidance and support from key leaders.
February 11, 2023
The field guide for perfectly disposable corporate employees.
April 19, 2022
A note about my rating:
* Bad
** Not-Bad
*** Good (Topic, story was interesting/compelling)
**** Great (The writing was great and well organized)
***** Amazing (I want to share it, re-read it, apply it)
I will start by stating my own bias towards the author Liz Wiseman. I have read most of her publishings and consider Multipliers: How the Best Leaders Make Everyone Smarter one of the cornerstones of my leadership journey. Overall the book was good, not great, not amazing; but the idea of developing highly successful employees in my mind is what makes this book amazing.
The shift in mindset, focus on developing Impact Players rather than Leaders and you will have both as an end result. This way of thinking and the framework to help employees become impactful is the real golden egg of the book.
The book is well structured providing the key principle along stories and anecdotes of how those principles were applied. In all chapters an impact player, a contributor, and a low-performer are profiled (the latter two are anonymized). The first six chapters provide all the knowledge you need to understand the framework and start applying the concepts. These chapters follow the way most personal development books are structured: Tell you what I'm going to teach you, teach you, and summarize key points.
The second part of the book I would say if feels like an add on. They include 3 very different concepts that are tied to the book, but not to each other. First concept, how to utilize the framework to become impactful (Chapter 7). This concept I would call the conclusion of the book, putting a winning strategy. It was very well written and would be a strong finish for the book.
Second Concept, using the framework as a leader (Chapter 8). This should be an appendix that connects the dots between the Multiplier framework and Impact players. Many ideas in this chapter are from Multipliers and only someone with that knowledge would make the deep connections, but as part of the book and without the expectation of readers understanding these concepts they are half explained. This chapter also discusses underrepresented groups in teams. In many chapters in the book the author references Chapter 8. I feel it a miss to wait until so late in the book to bring these issues. Diversity, Equity, and Inclusion should have been addressed in each chapter, allowing readers to better understand the issues experienced my underrepresented groups and for ideas of how to address them. Also, share ideas of how to be an Impact Player and an ally.
Third Concept, putting all things together (Chapter 9). This very short Conclusion to the book does not meet the expectation of putting everything together, there are just too many concepts added to the book to put them back together.
In conclusion, I will re-read chapters 1-7 more often than any other part of the book. I will share the book with others, but add some caveats for them to consider. I will apply the framework in the way that I coach others and provide mentorship. I want to help people become Impact Players. I look forward to the next edition, maybe some of my ideas will be incorporated. One can wish.
* Bad
** Not-Bad
*** Good (Topic, story was interesting/compelling)
**** Great (The writing was great and well organized)
***** Amazing (I want to share it, re-read it, apply it)
I will start by stating my own bias towards the author Liz Wiseman. I have read most of her publishings and consider Multipliers: How the Best Leaders Make Everyone Smarter one of the cornerstones of my leadership journey. Overall the book was good, not great, not amazing; but the idea of developing highly successful employees in my mind is what makes this book amazing.
The shift in mindset, focus on developing Impact Players rather than Leaders and you will have both as an end result. This way of thinking and the framework to help employees become impactful is the real golden egg of the book.
The book is well structured providing the key principle along stories and anecdotes of how those principles were applied. In all chapters an impact player, a contributor, and a low-performer are profiled (the latter two are anonymized). The first six chapters provide all the knowledge you need to understand the framework and start applying the concepts. These chapters follow the way most personal development books are structured: Tell you what I'm going to teach you, teach you, and summarize key points.
The second part of the book I would say if feels like an add on. They include 3 very different concepts that are tied to the book, but not to each other. First concept, how to utilize the framework to become impactful (Chapter 7). This concept I would call the conclusion of the book, putting a winning strategy. It was very well written and would be a strong finish for the book.
Second Concept, using the framework as a leader (Chapter 8). This should be an appendix that connects the dots between the Multiplier framework and Impact players. Many ideas in this chapter are from Multipliers and only someone with that knowledge would make the deep connections, but as part of the book and without the expectation of readers understanding these concepts they are half explained. This chapter also discusses underrepresented groups in teams. In many chapters in the book the author references Chapter 8. I feel it a miss to wait until so late in the book to bring these issues. Diversity, Equity, and Inclusion should have been addressed in each chapter, allowing readers to better understand the issues experienced my underrepresented groups and for ideas of how to address them. Also, share ideas of how to be an Impact Player and an ally.
Third Concept, putting all things together (Chapter 9). This very short Conclusion to the book does not meet the expectation of putting everything together, there are just too many concepts added to the book to put them back together.
In conclusion, I will re-read chapters 1-7 more often than any other part of the book. I will share the book with others, but add some caveats for them to consider. I will apply the framework in the way that I coach others and provide mentorship. I want to help people become Impact Players. I look forward to the next edition, maybe some of my ideas will be incorporated. One can wish.
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