MULTIPLYING

YOUR IMPACT

Studying leadership has taught me this truth about contributorship: people all
around the world arrive at work wanting to contribute at their fullest. They want
to work in an organization where intelligence and talent are maximized and where
people are deeply engaged, learning rapidly, and contributing in full measure.

The underutilization of talent is avoidable—with leaders who bring out the best
in others and players who bring an all-in mentality. Whereas my book Multipliers
provides a leadership model for high engagement and utilization, Impact Players
explores the talent side of the equation, what contributors can do to maximize their
impact and what leaders can do to help all those on their team play at their full ca-
pability. The book serves as a companion to Multipliers, because when Contributors
become Impact Players, the multiplier effect is exponential.

You, too, can be an Impact Player. These playbooks will give you data-based insights
and practical tools to help you take the lead, play bigger, and multiply your impact.
In each, you will find a set of Smart Plays to implement the practice wisely, create
real value for others, and increase their impact.

- Liz Wiseman
 IMPACT PLAYERS
CHAPTER 2
MAKE YOURSELF USEFUL

PLAYBOOK

SMARTPLAYS

01
FIND THE DOUBLE W.I.N.
A quick way to get on the agenda is to look for
a double W.I.N. (What’s Important Now)—
something important to the organization that’s also
important to your immediate boss (or stakeholder).
As a general rule, if you aren’t working on your
boss’s top three priorities, you are not working on
the agenda.

02
GET IN ON THE W.I.N.
Once you’ve established a double win, look
for an opportunity to contribute where your
capabilities overlap with the W.I.N. Maximize
your impact by identifying a W.I.N. that is
one of your stakeholder’s top 3 priorities.
 IMPACT PLAYERS
CHAPTER 2
MAKE YOURSELF USEFUL

PLAYBOOK

SMARTPLAYS (CONT.)

03
TALK UP THE AGENDA.
Make the connection between your stakeholder’s
agenda and the work you are doing right now. Let
them know that you are the HOW to their WHAT.
Craft a short statement that captures how your
work helps them achieve the priorities on their
agenda. For example, “I’m aware that increasing
customer retention is our top priority, and I’m creating
profiles of our various customer types so we can better
understand their requirements.” A great statement
will communicate two messages: 1) “I get you,”
meaning, I understand what is important to you,
and 2) “I’ve got you covered,” meaning, I am making
this happen. Begin your interactions, such as email
messages, presentations, and one-on-one meetings,
with one of these statements so your stakeholders
know that what is important to them is important
to you.

04
PRACTICE “THE NAIVE YES.”
Dealing with messy problems often requires working outside an amazing opportunity but you are not sure you can do it,
our comfort zone and beyond our current capabilities. Being say yes— then learn how to do it later!” Once you’ve said yes,
underqualified can feel intimidating or overwhelming, and learn quickly by admitting what you don’t know and asking
it is easy to say no to the added uncertainty and just do your intelligent, informed questions. Project the image of
current job. Try practicing “the naive yes” by agreeing to a “intelligent learner”—someone with high self-confidence
new challenge before your brain kicks in and tells you it’s not but low situational confidence. This lets your stakeholders
possible, or as Richard Branson said, “If somebody offers you know that you are in rookie mode but are capable of learning

Copyright 2021 The Wiseman Group. All rights reserved | impactplayersbook.com | thewisemangroup.com
 IMPACT PLAYERS
CHAPTER 2
MAKE YOURSELF USEFUL

PLAYBOOK

SAFETY TIPS

01
TAKE OUT A PERMIT.
While venturing out to address messy problems, you don’t want to be forgotten by others. And if some-
thing goes awry, you want people to know where you are and why you left your post. Like a hiker who
checks in with the authorities and indicates their destination before venturing into dangerous backcoun-
try alone, you should obtain a permit. Agree with your manager about (1) where you are headed and why
and (2) what parts of your core job you need to continue to do well.

02
STAY CONNECTED AND DROP PINS.
A leader’s agenda can change as quickly as backcountry weather. When working in the white space
between formal organizations, check-in frequently with your team and your boss. Once you venture
out, occasionally “drop a pin,” much like a hiker using a satellite tracker to alert others to their current
position. Don’t just update others on your work; find out how their priorities are shifting so you can stay
on the agenda.

03
MAINTAIN SOME DISTANCE.
Having empathy for one’s leaders and staying aligned with the priorities of the organization are sound
practices. However, taken to their extreme, such practices can lead to blind followership and become ex-
tremely dangerous. History is replete with examples of faithful followers who failed to question unethical
orders and crimes committed by victims who sympathized with their captors. As you serve, be mindful to
maintain the psychological distance and independent thought needed to question the wisdom and ethics
of any directive. In addition to the other ethics criteria, you might ask yourself: “Will I regret doing this
when I’m no longer working for this person or organization?”
 IMPACT PLAYERS
CHAPTER 3
STEP UP, STEP BACK

PLAYBOOK

SMARTPLAYS

01
LISTEN FOR
WHITE NOISE.
Listen for ambient problems—low-grade, persistent problems over time? What problems have staff members become numb
where the organization can make marked improvements with a to that might be shockingly obvious to a new customer or a
little bit of leadership and focus. What is everyone complaining newcomer on staff? Do the calculations, create transparency,
about but not doing anything about? Where are there seemingly and build a makeshift team that can fix it once and enjoy the
small inefficiencies that are repeated and add up to a large waste benefits over time.

02
FILL A VACUUM.
Look for situations that lack clear leadership. Don’t wait for a • Unsung heroes. Most employees express a need to
transformational moment or a chance to change the course of be recognized by their boss, peers, and clients; however,
history; provide leadership in everyday moments, including according to a Glassdoor survey, only two-thirds of
these two all-too-common leadership vacuums: employees said that their bosses showed them enough
appreciation. You can fill this leadership void by
• Unclear meetings. It is estimated that 63 percent of speaking up to recognize the contributions of your
meetings have no planned agenda. You can provide peers or collaborators, especially those who work behind
much-needed clarity by suggesting the group agree the scenes. Elevating the contributions of others gets them
on intended outcomes for the meeting. This can be done the credit they deserve and engenders the trust you need
by asking, “What is the most important thing for us to to lead without authority.
accomplish during this meeting?”

03
INVITE YOURSELF
TO THE PARTY.
To step up and take the lead, sometimes you’ll have to invite value you offer. Once there, make a meaningful contribution to
yourself into the room where things are happening. But don’t the agenda at hand and conduct yourself so you are sure to get
be a creepy interloper who appears without warning, takes up a an invite next time. Last, if you plan to arrive uninvited, be sure
seat without contributing, or hijacks the agenda. Rather, let the you have at least one strong, credible supporter in the room.
meeting organizer know why you’d like to be included and what
 IMPACT PLAYERS
CHAPTER 3
STEP UP, STEP BACK

PLAYBOOK

SMARTPLAYS (CONT.)

04
ACT THE PART.
An easy step to becoming a leader is to start acting like one qualities you see demonstrated by the leaders one and two lev-
right now. As Amy Gallo of Harvard Business Review wrote, els above you. Get started by picking a leadership trait from
“If you want to become a leader, don’t wait for the fancy title any of these sources and start practicing it: (1) one of your
or the cor-ner office. You can begin to act, think, and com- boss’s best leadership qualities (e.g., asking good questions),
municate like a leader long before that promotion.” When (2) a positive characteristic of someone who was recently pro-
you act the part, demonstrating the characteristics and atti- moted into a managerial role (e.g., innovative thinking), (3)
tudes needed to lead, you increase your chances of being cast one of your organization’s stated leadership or cultural values
into the role later. Emulate the positive leadership (e.g., collaboration).

05
PASS THE BATON.
To build leadership credibility, show your colleagues that you up and leading the work during the next phase? As you make
can follow as well as you lead. Perhaps you’ve been holding the handoff, don’t just transfer the work, transfer authority.
onto a leadership role too long and should pass the baton to a Go further by letting the rest of the team know that this per-
new leader. Is there a project or initiative that you’ve success- son, rather than you, is now in charge. Lastly, quickly find an
fully led that would benefit from “fresh legs” or “new eyes?” Is opportunity to visibly support their leadership.
there a colleague or team member who is capable of stepping
 CHAPTER 3
CHAPTER 3
STEP UP, STEP BACK

STEP UP, STEP BACK

SAFETY TIPS

01
SHARE THREE THINGS.
To avoid stepping on toes, let your peers and colleagues know that although you are stepping up to lead,
you come in peace. Build trust by sharing three essentials: (1) share your intent: let people know what
you are trying to accomplish and how it will benefit others; (2) share power: create opportunities for
others to lead pieces of the work, or let them know the leadership role will rotate; (3) share the spotlight:
make heroes of the people you are leading. When others win, too, people will follow.

02
COVER YOUR BASES.
Though you may not wait for management approval before taking charge of a situation, you do want to keep
your management informed. Before chasing after a discretionary project, ensure your boss knows you’ve got
the bases covered on your core job. Check-in regularly to let them know what you are working on and how
it’s going. Additionally, “inviting yourself in” doesn’t mean you should surprise a meeting leader with your
presence; rather, check with them first and suggest how your attendance can benefit the outcome.

03
PICK YOUR BATTLES.
In stepping up to lead, avoid overcommitting. As with community volunteerism, overzealousness can
dilute one’s impact and lead to burnout and disillusionment. Take charge selectively, saving your strength
for battles in which momentum and organizational support are on your side. When you choose your
causes wisely, you will be viewed as a leader, not a rabble-rouser.
 IMPACT PLAYERS
CHAPTER 4
FINISH STRONGER

PLAYBOOK

SMARTPLAYS

01
DRAFT A STATEMENT OF
WORK (SOW).
It’s easier to finish a job well and completely when you’ve Start by capturing what you’ve already heard, then use your
started with a clear remit. But you don’t need to wait for your judgment to fill in what’s missing. Lastly, review this with
boss or client to provide clear direction; you can define the stakeholders to add anything they think is missing and to
Statement of Work yourself. Create a shared vision of the confirm mutual expectations. You might say, “Here is what
work by documenting: (1) the performance standard: what I think success looks like. Where am I off?” Once you have
a great job looks like; (2) the finish line: what a complete agreement, you have a clear Statement of Work and can take
job looks like; (3) the boundaries: what’s not part of the job. ownership for its successful completion.

02
NEGOTIATE THE NECES-
SITIES.
Be clear about what you need to be successful, such as me] then I will need you to do [this thing I’ll need to be
information, time, access, guidance, and resources. Be sure successful].” By using if/then logic, you accomplish two
to negotiate this support at the outset of the work, before important objectives: (1) reminding your stakeholder what
you’ll need it. You don’t need a formal negotiation, just a you stand ready to deliver and (2) making them aware of
mutual understanding. Try a simple “if/then” statement, what you need to deliver successfully.
such as: “If I am to be able to do [this thing you need from
 IMPACT PLAYERS
CHAPTER 4
FINISH STRONGER

PLAYBOOK

SMARTPLAYS (CONT.)

03
REFRAME OBSTACLES
AS CHALLENGES.
The way we characterize a situation changes how we respond. workday or project (or boss!) will be full of obstacles, so
When we view unexpected obstacles as problems, solutions you aren’t surprised when they surface. And when they do,
elude us. After all, problems, by definition, lack solutions. reframe them as (1) an intellectual puzzle begging for a
When we reframe obstacles as challenges, we engage our solution, (2) a character test requiring patience or humility,
mental faculties and become energized for the contest. or (3) a physical challenge requiring pacing and endurance.
To reframe obstacles as challenges, start by assuming every

04
ADD A SURPRISE.
When you complete a project or another piece of work, manager. The best surprises will be (1) something unexpected,
do something a little extra, above and beyond the original (2) something that supports their agenda (see chapter 2),
request or remit. Doing something extra doesn’t need and (3) something that doesn’t distract you from other
to involve a Herculean effort. It could be as simple as high- mission-critical work. Ask yourself: What’s a small extra
lighting the key points when you forward a report to your they aren’t expecting but would be delighted by?
 IMPACT PLAYERS
CHAPTER 4
FINISH STRONGER

PLAYBOOK

SAFETY TIPS

01
KNOW WHEN TO LET GO.
If you suspect you are working on yesterday’s priorities, engaged in an unwinnable battle, or headed
for a Pyrrhic victory, ask yourself: (1) Is this still relevant, given changes in the larger environment or
market? (2) Is this still important to the organization and my leadership? Is this on the agenda (see
chapter 2)? (3) Is this something we can still be successful at, even if we finish strong? If the answers
are no, it might be time to let it go. But don’t abandon the work without getting clearance from your
leader(s) or stakeholders, and be sure to let them know what you will do instead to stay on the agenda—
or let them direct you as you pivot to a higher-priority project.

02
VENT WITH INTENT.
It’s perfectly reasonable to want to share your frustrations with your manager. And it’s healthy for managers
to acknowledge the challenges their team members face. But there’s a proper way to whinge and moan:
keep it infrequent, brief, and focused. If you need to let off some steam, vent a little, but don’t release
ownership. Let your leaders know what actions you are already taking and be clear whether you are looking
for sympathy or solutions.
 IMPACT PLAYERS
CHAPTER 5
ASK AND ADJUST

PLAYBOOK

SMARTPLAYS

01
ASK FOR GUIDANCE,
NOT FEEDBACK.
Because feedback is associated with evaluation rather than do the task well. Use questions such as: “If I want to do X really
improvement, people tend to get better feedback in both quan- well, what advice do you have for me?” “What insights do you
tity and quality when they ask for advice or guidance rather have that would help me do a better job next time I do X?” “What
than feedback. Instead of asking people for feedback on your should I do more of?” “What should I do less of?” “If I did just one
performance, ask for information and insights that will help you thing differently next time, what would you suggest?”

02
WALK IT OFF.
Even for the most confident learners, feedback can still hurt • Assume positive intent. Consider the best intentions of
and inflict injury on our ego. Much like an athlete, we can the person giving you feedback. Assume that they are on
shake off the sting of a minor injury by walking it off. The your side and are helping you improve your work.
following tactics can help you create some space between • Regroup. Ask for time to process the guidance you’ve
receiving and responding to feedback and will help prevent received and come back with a plan. Be sure to show
overreaction. appreciation for the feedback.
• Be authentic. Admit that your initial reaction is to feel
• Take a reset walk. Literally, walk it off and clear your head. defensive. Let them know that you intend to understand
• Talk it out. Talk through what you hear with a friend or and act on their in-sight and will process it as soon as your
colleague before responding. amygdala calms down and you can lower your defenses.

03
CIRCLE BACK.
Don’t leave people wondering what you did with the feedback
or guidance that they gave you. Show its full effect and give an
account of what you’ve done with their investment in you. You
can close the loop by saying: (1) This is the guidance you gave
me, (2) This is how I acted upon it, (3) This is what ensued, (4)
This is how this experience benefited me and others, and (5)
This is what I plan to do next.
 IMPACT PLAYERS
CHAPTER 5
ASK AND ADJUST

PLAYBOOK

SAFETY TIPS

01
HELP OTHERS SPEAK UP.
People at all levels can feel uncomfortable offering someone else corrective guidance. Try making it safe
for others in these ways.
• Invite. Let them know that to hit the mark, you need to know where you might be missing the mark.
• React. Don’t get defensive, don’t make excuses, don’t retaliate. Just listen and ask clarifying questions.
• Respond. Thank people for their insight and let them know how it will help you hit the mark.

02
PUBLICIZE YOUR PROGRESS.
For starters, let people know what you’ve done as a result of their individual feedback. Take it further by
making your general learning a matter of public record. Let your colleagues know (1) what you are hearing
from internal or external customers, (2) what insights you’ve gleaned, and (3) what adjustments you are
making based on those insights.
 IMPACT PLAYERS
CHAPTER 6
MAKE WORK LIGHT

PLAYBOOK

SMARTPLAYS

01
GET TO THE POINT.
People who are easy to work with are usually easy to under- your report, start with the executive summary and then add
stand. They get to the point and express their ideas clearly. If detail as needed.
you want to sharpen your point, try any of these techniques: • When forwarding a long email chain to a leader (or any
other colleague), provide a summary of the idea exchange
• Write your point out as if it were a 140-character tweet. included in the email chain. Then add your question or
• Add an executive summary to your written reports or oral request.
briefings. This could be a paragraph with the key points or • Score a three-pointer by summarizing your thoughts (or a
just a single sentence with the conclusion. When delivering larger conversation) in three clear points.

02
PLAY YOUR
CHIPS WISELY.
Before an important meeting, give yourself a budget of “poker • Unique. Is your point additive to what has already been
chips,” where each chip represents a comment or contribution said, or is it just restating a point that has already been
to the meeting and is worth a specific number of seconds of made? Do the ideas or insights reflect your unique role,
talking time. Use your chips sparingly, weighing in when you perspective, or skills?
have an insight that is: • Succinct. Is your point concise and clear? Some people
• Relevant. Is this issue immediately relevant to your boss may need to play their chips more sparingly, while others
or stakeholder? If it isn’t on the specific agenda for the may need to dispense their ideas more liberally. Either way,
meeting, is it something that is on their broader agenda a chip— whether a physical chip in your pocket or an image
(one of their top three priorities)? held in your mind— serves as a talisman, reminding you to
• Evidence-based. Is the insight based on data or other contribute intentionally and valuably.
evidence? Are you presenting a balanced point of view
with data that also tells the other side of the story?
 IMPACT PLAYERS
CHAPTER 6
MAKE WORK LIGHT

PLAYBOOK

SMARTPLAYS (CONT.)

03
DISCOVER YOUR
NATIVE GENIUS.
If you aren’t clear about what your native genius is, you can get few questions to get you thinking:
a rapid 360-degree perspective by sending an email or text to six
friends or colleagues. Make it easy for them to respond by using • What do I do better than anything else I do?
this template: • What do I do without effort?
• What do I do without being asked?
Hi. I would appreciate your input. I’m trying to better under- • What do I tend to do better than people around me?
stand how I can use my “native genius” at work, meaning what
I do naturally, easily, and freely. From your perspective, what do Thank you. Your input will help me understand how to con-
you see as my natural genius? If you need a prompt, here are a tribute at my fullest.

04
CREATE A USER’S
GUIDE TO YOU.
If you feel as though you are being used like a hammer when genius could be applied at work? (3) Instructions and care:
you’re actually a Swiss Army knife, you might need to let your What type of information, feedback, and support do you
team know how best to use you. Create a User’s Guide to You need from others to do your best work? (4) Warnings: Where
that includes: (1) Native genius: What does your mind do do you tend to get stuck or derailed, and how can people help
easily and freely? (2) Uses: What are various ways your native you stay on track?
 IMPACT PLAYERS
CHAPTER 6
MAKE WORK LIGHT

PLAYBOOK

SAFETY TIPS

01
COMMUNICATE YOUR NATIVE GENIUS.
When communicating your native genius, remember to:

• Clarify your intent. Explain what is meant by “native genius”— it’s people’s natural brilliance or gift, what
they do easily and freely and extremely well. Let people know that you really enjoy and excel at work that
draws on your native genius and that you are eager to use it to contribute in more significant ways.
• Don’t be a prima donna. Don’t demand to work only within your native genius. Just because you
have identified your native genius, doesn’t mean that you shouldn’t have to work in areas that you aren’t
naturally good at or particularly interested in.
• Give it time. When asking someone to consider additional ways to utilize your native genius, give them
time to think. Try to break up the conversation into several steps: (1) share your intent, (2) discuss your
native genius, (3) discuss new applications for your talents.
• Make it a two-way street. In addition to discussing your native genius, take the opportunity to
recognize and be interested in the native genius of others on your team, including your boss.

02
PREVENT OVEREXPOSURE.
Most everybody wants to be treated as a whole person, not just an employee; however, everyone has a
different comfort level with mingling work and personal life. If you are someone who is comfortable
talking about your personal life, use these safety measures: (1) share only what you would be willing to
share publicly, (2) share but never inquire (this allows others to reciprocate voluntarily), (3) continue only
if your sharing is appreciated and reciprocated. If a colleague doesn’t reciprocate, it might be a sign of an
unwelcome gift.
 IMPACT PLAYERS
CHAPTER 6
MAKE WORK LIGHT

PLAYBOOK

SAFETY TIPS (CONT.)

03
ENSURE YOUR HELP IS HELPFUL.
You don’t want to be the party guest who arrives early and offers to help with last-minute preparations
but requires so much instruction, attention, and validation that you become an encumbrance or
nuisance. Try these three tips to ensure your offers to help are a blessing, not a burden: (1) Instead
of asking, “What can I do to help?” ask, “Would it be helpful if I did [this thing] for you?” (2) Instead
of asking, “How do you want me to do it?” ask, “Are there any specific requirements I should know
about, or should I just use my judgment?” (3) Let the person know what you did and to tell you if they
want you to do it differently.