Impact Players by Liz Wiseman
“When we change our lens from threat to opportunity we can turn risky situations into rewarding experiences.”
3 Main Messages:
Demonstrate growth mindset and ask for feedback
Wear opportunity goggles
Do the job that needs to be done
We can all think of those people at work who seem to get on and add more impact in all they do. This book is based on insights from leaders from a range of companies to help us to identify the key characteristics of these people: how to spot them, be them, hire them and make the most of them.
‘Impact players’ are identified here as people who “step up and get the job done” but their definition is much more than that. Wiseman writes about impact players being those colleagues who can be counted on in any situation and, on a larger scale, have a positive effect on the entire team.
One of the qualities described in detail in the book is wearing ‘opportunity goggles’. This means that, rather than perceiving problems and bumps in the road as inconveniences and frustrations, impact players accept that this is part of the journey, part of the job and will use the situation as an opportunity. One clear example was that some will view a lone bee as a threat, while others will start to wonder where the hive is and if they can find the honey. Impact players therefore are people who see potential in situations and are flexible, quick, strong, agile and able to move and get others onboard.
Connected to this, Wiseman explores the differences between ‘a threat lens’ and ‘an opportunity lens.’ When we view the world through a ‘threat lens’, where the problems are messy, with moving targets, new hurdles and unrelenting demands, we become myopic, seeing ourselves as alone and without control. Given the same circumstances, someone viewing the situation with an ‘opportunity lens’ will see the broader view with options and reasons to take action.
Wiseman also writes about looking for the W.I.N. (What’s Important Now) and stepping into that space. She stresses the importance of demonstrating what she calls ‘upward empathy’ and understanding your boss’s needs and priorities and making yourself useful. Rather than have a fixed objective at work, the flexible objective is to be what you are needed to be at that time.
It is easy for us to become focused on the specific task at hand and many would argue that if everyone focuses on their particular cog in the machine, then the work will come together successfully. Wiseman quotes George Martin, who produced the Beatles, as explaining that while each of the musicians will naturally focus on their own piece of the work, the role of the producer is to see the overall effect of all the many different moving parts. She suggests that an impact player will complete their part but also have a view of the larger picture.
Part of this is reducing the ‘phantom workload’ and making work light and easy. The opposite of this would be the colleague who identifies (or perhaps even creates) problems but offers no solutions, refuses to see the big picture and creates drama where there is no need, which is both tiring and demoralising. Those who were identified by their bosses as impact players, conversely, “created an energy and impact that prevented exhaustion.”
The book is well set out, though a little repetitive. I found ‘The 5 Practices’ insightful and ‘The Playbook’ incredibly useful - both give advice on how to be an effective team player; how to “take the lead, play bigger and multiply your impact.” Interestingly, when giving advice to bosses who are looking to recruit impact players, Wiseman advises us to employ based on attitude as skills can be taught, which is a strategy I have heard referenced by a number of successful business owners, including James Timpson of Timpsons, a UK high street cobbler.
An essential element when hiring those who need to develop specific skills, however, is to ensure that they also have a growth mindset and a willingness to learn. By seeking feedback we are able to see our work from a different perspective, within a broader field. Being open and vulnerable to honest feedback can sometimes be humbling and painful but it is necessary for growth and improvement. ‘Asking and adjusting’ whilst working means that we respond to situations, pivot and, again, do the work that is important at that time.
I bought this book on the back of an interview with Brené Brown, as part of her Dare to Lead podcast. There they discussed some real life personal examples, like when someone sat on the bench is brought into the game, some players may start looking around for their helmet and begin warming up, whereas an impact player is poised, ready to jump the moment they are called and will have been watching the game intently so that they know exactly what is needed of them.
In the podcast, Wiseman finished by telling Brown about the top 5 things which bosses love. Which are:
Do things without being asked
Anticipate problems and have a plan
Help your teammates
Do your job then do a little extra
Be curious and ask good questions
While these are valuable skills at work, I would argue that they can be applied in all areas of life. Ultimately I feel that the message here is to be vulnerable, work hard and develop empathy. Or as Brené Brown would say: “Be awkward, brave and kind.”
