You write in chapter eight about building high impact teams. I love for you, if possible, to take what you've learned through your research on both all these other worlds and bring it to this world of building a high impact team within a company. So let's say we're a mid level manager. We're not the ceo, we're not an individual contributor. We're somewhere in between. Would order some general pieces of advice you give to that person for how they can start building, or rebuild a high impactteam? Well, first, well, i think framing as ahigh impact team can be helpful, because, like a high performing team, again, all the emphasis is
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Twitter/IG: @RyanHawk12 https://twitter.com/RyanHawk12
Liz Wiseman is the New York Times bestseller author of Multipliers, Rookie Smarts, and most recently Impact Players. She is the CEO of the Wiseman Group, a leadership research and development firm. Some of her recent clients include Apple, Disney, Facebook, Google, Microsoft, Nike, Tesla, and Twitter. Liz has been listed on the Thinkers50 ranking and named one of the top 10 leadership thinkers in the world.
Notes:
- Habits of high impact players:
- Learn the game
- Play where they are needed
- Play with passion
- Impact players have a good internal locus of control. They believe they have agency in their life. They believe they are in charge of their life. Liz said, “You have a lot more power than you might think you have.”
- Neil deGrasse Tyson said, “what you know is not as important as what you think.” If you aspire to have greater influence, start thinking like an impact player…don’t just use the playbook. Adopt the impact player mentality as your ethos.
- Many leaders commented how much they learned thru the process of answering questions. Teaching others can be one of the greatest tools for learning in the world...
- Seeking feedback and guidance versus seeking validation. Impact players don’t need validation. They crave feedback and guidance so they can continually improve.
- Say less: Play your chips wisely - Before an important meeting, give yourself a budget of poker chips where each chip represents a comment or contribution to the meeting.
- Be relevant, be evidence-based, be unique and additive, be succinct.
- Building credibility with leaders and stakeholders:
- Some credibility killers? Waiting for managers to tell you what to do, ignoring the bigger picture, tell your manager it’s not your job.
- Some credibility builders? Doing things without being asked, anticipating problems, and having a plan.
- Instead of following your passion… Be useful. Make a name for yourself by running towards the problems and solving them. Make your boss's life easier. Be useful. Work on what’s important for the people you work for…
- “The Diminisher is a Micromanager who jumps in and out. The Multiplier is an Investor who gives others ownership and full accountability.”
- “Multipliers invoke each person’s unique intelligence and create an atmosphere of genius—innovation, productive effort, and collective intelligence.”
- “It isn’t how much you know that matters. What matters is how much access you have to what other people know. It isn’t just how intelligent your team members are; it is how much of that intelligence you can draw out and put to use.”
- “Multipliers aren’t “feel-good” managers. They look into people and find capability, and they want to access all of it. They utilize people to their fullest. They see a lot, so they expect a lot.”
- “The highest quality of thinking cannot emerge without learning. Learning can’t happen without mistakes.”
- What do Impact Players do?
- 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.
- Some think you become great on the big stage under the bright lights. But the light only reveals the work you did in the dark. —Jeff Bajenaru
- An overarching idea: I can be of service and solve problems. The slogan from Kaiser Sand & Gravel; “Find a need and fill it.”
