Summary of Liz Wiseman's Impact Players

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 Monica Padman, who left college with two degrees in hand, moved to Hollywood to pursue her dream of becoming an actor and comedian. She eventually became a trusted employee of actress Kristen Bell, and when Bell and her husband, actor Dax Shepard, asked her to work for them full-time, she was understandably reluctant.
#2 There are three different categories of contributors in the workplace: high-impact contributors, typical contributors, and under-contributors. The book will focus primarily on the distinction between the first two categories to explore the subtle, but often counterintuitive, differences in mindset that become big differentiators in impact.
#3 I found that the typical contributors were no slouches. They were capable, diligent, and hardworking professionals. However, I found four key differences between high-impact players and other hardworking contributors.
#4 The approach taken by Impact Players is radically different from that of typical contributors. They were more easily flummoxed by uncertainty, and they got stuck amid ambiguity. When others may have freaked out or checked out, Impact Players dove into the chaos head-on.

Sujets

• Santé et bien-être
• Développement personnel
• développement personnel
• Success
• Personal development

Informations

• Publié par: Everest Media LLC
• Date de parution: 20 mars 2022
• Nombre de lectures: 0
• EAN13: 9781669355670
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Liz Wiseman's Impact Players
Contents Insights from Chapter 1 Insights from Chapter 2
Insights from Chapter 1

#1

Monica Padman, who left college with two degrees in hand, moved to Hollywood to pursue her dream of becoming an actor and comedian. She eventually became a trusted employee of actress Kristen Bell, and when Bell and her husband, actor Dax Shepard, asked her to work for them full-time, she was understandably reluctant.

#2

There are three different categories of contributors in the workplace: high-impact contributors, typical contributors, and under-contributors. The book will focus primarily on the distinction between the first two categories to explore the subtle, but often counterintuitive, differences in mindset that become big differentiators in impact.

#3

I found that the typical contributors were no slouches. They were capable, diligent, and hardworking professionals. However, I found four key differences between high-impact players and other hardworking contributors.

#4

The approach taken by Impact Players is radically different from that of typical contributors. They were more easily flummoxed by uncertainty, and they got stuck amid ambiguity. When others may have freaked out or checked out, Impact Players dove into the chaos head-on.

#5

The typical professional approaches these difficult situations as if the challenge is a nuisance, lowering their productivity and making it difficult for them to do their job. They see them as problems to run around and avoid rather than tackle directly.

#6

The difference between Impact Players and others is that they see everyday challenges as opportunities while others view the same challenges as threats.

#7

Impact Players see ambiguity and uncertainty as an opportunity to add value. They act fundamentally differently as well. While others are freezing, Impact Players are getting their arms around the chaos. They are willing to both lead and follow, which creates a culture of courage, initiative, and agility inside their organization.

#8

The five practices of the Impact Player Mindset are ask and adjust, make work light, make hard work easier, and lift, not by taking on other people’s work, but by being easy to work with.

#9

The director of data analytics and insights at Adobe, Maninder Sawhney, had to deal with the company’s inability to gather and analyze customer data. He presented a different approach that the company should take to measure and analyze customer attrition.

#10

Impact Players see problems as opportunities to serve, find solutions, and make a difference. They are willing to step forward and lead.

#11

The rules of the workplace are unwritten, and Impact Players seem to understand them better than others. They figure out what’s important to their colleagues and determine what needs to get done. They build credibility and expand their impact potential.

#12

The book shares the insights we gained from interviewing leaders about what they value, which helps you build trust and alignment with your stakeholders. Many contributors were delivering a solid performance, but it would go unnoticed or fall flat because they didn’t understand what their leaders valued.

#13

With the Impact Player Mindset, we can under-contribute by overcontributing. We can deliver too little value while working extremely hard, but we can increase our impact and influence by targeting our efforts where the greatest number of people benefit.

#14

Impact Players are particularly fit for the challenges of the modern work world. They are flexible, quick, strong, agile, and collaborative. They will help you find solutions while others point fingers at problems.

#15

Impact Players are self-managing and offer their managers the assurance and peace of mind that they will complete the job, in full, without being told or reminded. They not only get the job done, but they also do it the right way.

#16

The Impact Players develop a stellar reputation and earn the credibility needed to tackle the higher-value opportunities that begin flowing their way. They can now contribute at even higher and broader levels.

#17

The impact players are the ones who are constantly increasing their currency in the organization, and they are using it in novel ways. They are being promoted more often and given more impactful opportunities.

#18

There are hidden pools of aspiring leaders and Impact Players who are not seen or getting their turn in well-managed organizations. The work world is missing out on the influence and full contribution of too many players.

#19

The book serves as a companion to Multipliers, because when Contributors become Impact Players, the multiplier effect is exponential. It’s painful for people to work in an organization where they can’t contribute at their fullest.

#20

You, too, can be an Impact Player. This book will give you data-based insights and practical tools to help you take the lead, play bigger, and multiply your impact.

#21

The pages that follow feature a diverse mix of professionals who are delivering extraordinary value around the world. You’ll meet dozens of managers, from project leaders to CEOs. Through their stories, we will explore the traps that hold us all back and the mindsets that steer us off our path of highest contribution.

#22

The book is not about high-performing athletes or coaches. It is about Impact Players in almost any organization or community. The distinction between the Impact Player and the Contributor is not a classification of individuals but of practices.

#23

The Impact Player mentality is a powerful way of thinking about work that will enable you to make your most valuable contribution and reap the subsequent rewards. It is a modern approach to work that will help you make the most of your time.

#24

The Impact Player mindset is a mode of thinking that, when consistently adopted, leads to high-value contribution and high impact. The Contributor mindset is a set of assumptions and practices that gets a job done and makes a contribution, but it falls short of full potential and high impact.

#25

The engineer was a prolific doer who did more work than anyone else on the team. He saw people spending too much time on presentation slides, developed a tool to fix that, and rolled it out globally.

#26

I was one of 60 college recruits who reported for duty at the Class of ’88 boot camp in San Mateo, California. I was hoping to develop leaders, but I was woefully underqualified. I wanted to teach programming, but I lacked passion for the nuances of correlated subqueries.

#27

The most impactful players don’t just do their jobs; they do the job that is needed. They venture out of the comfort of their role and work on the front lines of all types of problems.

#28

The world of work is getting messier, and this is especially true for professionals. As problems become more complex and mutate faster than a formal organization can respond, agility must come from the culture rather than the organization structure.

#29

The difference between contributors and impact players is that contributors see themselves as position holders, while impact players see themselves as problem solvers. They aren’t trapped by antiquated organizational structures or overly enamored with their positions.

#30

Scott brought this signature drive and attitude to every management and leadership position he’s had since. He worked like this as the president of Madison Square Garden Sports, where he oversaw the New York Knicks and the New York Rangers.