Words Into Works #073 | The Five Practices of Impact Players

In her book Impact Players, Liz Wiseman posits that, in every organization, there are “Impact Players” who make a significant contribution individually to an organization but also have an enormously positive effect on the entire team. Like an Impact Player in sports, the superstars in the workplace all have “game.”

Impact Players, says Wiseman, are smart and talented and have an extraordinary work ethic. But as with Impact Players in athletics, they have something more than talent and work ethic. They also have a strong mental game: how they view their role, work with their managers, and deal with adversity and ambiguity, and how willing they are to improve.

Wiseman found five key differentiators between Impact Players and their colleagues in a study of 170 managers from nine companies who worked in ten countries. Each is a set of behaviors that flow from the belief that opportunity is rife amid ambiguity and challenge.

Let’s discuss each in turn.

1. Do the Job That’s Needed

Impact Players go beyond their assigned tasks and take on the real work needed to serve their organization. They focus on understanding the needs of their stakeholders, identifying unmet needs, and leveraging their skills to make the greatest impact

By doing so, they enhance the organization’s ability to respond to change, foster a culture of flexibility and service, and establish themselves as adaptable team members capable of contributing in various capacities.

Whereas Impact Players prioritize the most important and relevant work to achieving organizational goals, non-Impact Players have a narrow, duty-bound approach and focus only on their assigned role.

2. Step Up, Step Back

Impact Players take charge and lead when it’s evident that something needs to be done, even when they are not officially in charge. They do not wait to be asked. Instead, they take the initiative and involve others in the process of solving the problem.

They adopt a flexible leadership style, leading when necessary but stepping back and following others equally easily when their role is fulfilled. By contrast, when roles are unclear, non-Impact Players are bystanders and assume that someone else will take charge and give them direction.

3. Finish Stronger

Impact Players persistently complete tasks, even when faced with unforeseen challenges. They possess a strong sense of agency and personal strength, which enables them to take ownership of their work, solve problems, and complete tasks without constant supervision. Rather than being discouraged by obstacles, they improvise and find innovative working methods.

By contrast, non-Impact Players avoid taking ownership of challenges. They may take action, but when faced with difficulties, they tend to pass the problem up the management chain rather than taking it upon themselves to find solutions. In the worst-case scenario, they become distracted or discouraged and give up entirely on the task at hand.

4. Ask and Adjust

Impact Players adapt to changing conditions by viewing new rules and targets as opportunities for growth and learning. They appreciate positive feedback and seek corrective feedback and opposing perspectives, using this information to improve and focus their efforts.

This approach fosters a culture of innovation and learning, allowing organizations to stay relevant and individuals to enhance their reputations as coachable players who elevate their own performance and that of their team.

While non-Impact Players try to minimize change, preferring to stick with what they know and relying on established rules that validate their existing expertise. Impact Players embrace it, using it to learn and adapt in unpredictable environments.

5. Make Work Light

Impact Players can make the work easier when a team faces increased pressure and demanding tasks. They do not take on others’ work but make it easy to work together. They reduce drama, politics, and stress by bringing a sense of buoyancy and composure while increasing job satisfaction.

When faced with pressure and heavy workloads, non-Impact Players seek help instead of offering it, adding to the burden of already-overworked teams and becoming a liability to their colleagues and leaders. While others add to the load, Impact Players make even heavy demands feel lighter.

Conclusion

Impact Players possess five key differentiators that set them apart from their colleagues. They go beyond their assigned tasks to focus on the work that is most important and relevant to achieving organizational goals.

By embodying these practices, you, too, can create a culture of bravery, innovation, and agility within your organizations, establishing yourself as a dependable player who can deliver under pressure.