Daniel: Hey everyone, welcome back to the podcast! Today we're diving into a really interesting concept from Liz Wiseman's book, “Impact Players”. Have you ever noticed those people who just seem to effortlessly handle anything thrown their way, always stepping up and delivering amazing results? Well, we're going to unpack what makes them so special. Sophia: Exactly! Because, let's be honest, most of us are competent at our jobs. But there's this select group that truly excels. They don't just complete tasks; they redefine the game. So, what's their secret? And, maybe more importantly, how can the rest of us learn it? Daniel: Wiseman's book really breaks this down. She pinpoints the specific behaviors and mindset that transform good employees into exceptional ones. And it’s not just about putting in more hours or effort, it’s about being more strategic, proactively taking initiative, and contributing where it makes the biggest difference. Plus, she backs it all up with great research and case studies, really showing you how to do it. Sophia: Right, and today we’re distilling Wiseman’s insights into something super practical. We're focusing on three key areas: first, the mindset that sets these "Impact Players" apart—think of it as unlocking a higher level of professional intelligence. Daniel: Second, we’ll explore actionable strategies to adopt this mindset and see tangible results in your own role. It's not just theory; it's about real-world application. Sophia: And finally, for those in leadership positions, we'll discuss how to build a work environment where everyone has the opportunity to shine, not just the usual suspects who always grab the spotlight. Daniel: So, whether you're looking to boost your own performance or empower your team, stay tuned. This episode is full of actionable, valuable insights. Sophia: Okay, let's dive in. What specifically distinguishes "Impact Players" from everyone else, and where do most of us tend to falter?

Daniel: Exactly! So, at its heart, Impact Players simply approach work in a completely different way, you know? It really begins with how they deal with challenges. Liz Wiseman drives home the point that adaptability is absolutely key—being able to pivot and really thrive, even when things are uncertain or, frankly, a mess. Sophia: Okay, but "adaptability" feels like one of those overused buzzwords, doesn’t it? What does that actually look like, though? Daniel: I’m so glad you asked, because Wiseman's case studies really bring this point home. Take Dr. Kevin Menes, for instance, an emergency physician who was working during the Las Vegas mass shooting. I mean, imagine that—an overwhelming crisis, way too few resources, and absolutely no rule book for dealing with hundreds of trauma cases at once. Sophia: Sounds like total, unadulterated chaos. Daniel: Exactly! But here's where Dr. Menes was different: He wasn't frozen by it. He had mentally rehearsed scenarios like this beforehand. He had prepped himself and his team for high-volume trauma situations, so when the unthinkable happened, he just adapted super quickly. He put in place a color-coding system for injury severity, reorganized the workflow in the moment, and made some really innovative decisions to stretch their resources as far as possible. Sophia: So basically, instead of waiting for some perfect plan to appear, he just… created a system right then and there. Daniel: Exactly, exactly! That’s the essence of an Impact Player. Instead of just freezing up or waiting for instructions, they lean right into the uncertainty and find a way to move forward. And as Wiseman points out, this isn’t just random luck—it’s all about preparation. Dr. Menes had put in the time to think about possible scenarios, so when the moment arrived, he was ready to rock. Sophia: Okay, I see what you're getting at – but let me throw a wrench in the works. What about those of us who aren't emergency room doctors? Most work challenges aren't exactly life-or-death scenarios, so how does this "adaptability" thing play out in more...normal workplaces? Daniel: Great question! Adaptability shows up in smaller, but no less important, ways. For example, think about those times when priorities suddenly change at work, or a project goes off the rails. A typical person might just wait for direction or just stubbornly stick to the original plan, even if it's totally irrelevant now. An Impact Player, on the other hand, embraces that change. They ask themselves, "Given the new situation, what's the most valuable thing I can be doing right now?" Sophia: Which, you know, sounds good on paper. But do people actually do that? Daniel: Absolutely! Take Joya's story, for example. Wiseman uses her as another case study. Joya was a department leader at Target. When her store manager was unexpectedly out sick during a big visit from the CEO, she didn't just panic or try to hide! Instead, she stepped right up. She saw it as a chance to really showcase her team and her community. Sophia: Okay, but stepping up without the proper authority—especially when a CEO is involved—that seems pretty risky. Seems like it could blow up in your face. Daniel: It's true, but here’s where Joya’s approach really shined. She was super prepared, making sure she had all the necessary information at her fingertips, and she highlighted both the store's achievements and the areas where they could improve. She wasn't just winging it; she was informed, prepared, and intentional. That kind of ownership showcases your competence and builds trust with leadership. Sophia: So, if I understand correctly—adaptability is a mix of preparation and mindset, and ownership is about treating challenges as though it's your job to fix them, even if they technically aren't? Daniel: Exactly. That leads to another core trait of Impact Players: collaboration. These aren’t lone wolves trying to do everything themselves. They know how to engage their teams and create an environment where everyone can contribute to success. Sophia: Okay, now you're speaking my language. I'm all for collaboration, but give me something I can sink my teeth into. What does collaboration actually look like? Daniel: Let me introduce you to Jojo Mirador. He's a scrub tech who works with surgical teams. Most scrub techs just follow instructions and react to what the surgeons need in the moment. But Jojo went beyond that—he actively anticipated what the surgeons needed before they even asked. Sophia: So, he's basically a surgical mind reader? Daniel: Kind of! His foresight helped surgeries run smoother and more efficiently, which reduced stress for the whole operating team. And it’s interesting, surgeons started specifically requesting him for high-stakes procedures. Because of his reputation for competence. That’s collaboration at its best: anticipating and meeting the team's needs in a way that elevates everyone’s performance. Sophia: Alright, I like this Jojo guy. Here’s what I’m thinking though: anticipating needs is absolutely fantastic, but doesn’t this set you up to be taken advantage of? I mean, you’re such a great team player that others just slack off and you end up carrying the whole thing. Daniel: That’s a totally valid concern, and Wiseman actually addresses this. She makes it clear that collaboration isn't about being a doormat; it’s about aligning what you do with the team's, or the organization's, shared goals. Impact Players aren't just "helping out" for the sake of it; they foster partnerships that create mutual success. And when they contribute, they need to make sure their efforts are visible and have impact. Sophia: So, it’s not about doing everything—it’s about doing the right things that benefit the group, and that reflect back on you in a positive light. Daniel: Correct. That’s why Wiseman actually compares Impact Players to normal people. The former group operate with a broader vision – they focus on the why, not just the tasks, which allows them to align what they do with their organization's goals. Sophia: Okay, so adaptability, ownership, collaboration—those are the key traits of these Impact Players. I have to say, it’s becoming clear why they’re so sought after. Daniel: And it’s not just about being in high demand, Sophia. This isn’t a mindset reserved for the superstars, anyone can adopt these practices. It’s about reframing how you do your work—whether that’s preparing for those uncertain moments, taking initiative, or engaging others for collective success. Sophia: Alright, I'm intrigued. So how do we transform these ideas into concrete actions? How does someone make the leap from "good worker" to "Impact Player"?

Daniel: Exactly, Sophia. Perfect segue. So, understanding the mindset is key, right? But how do you actually “use” it? Well, that's where Wiseman shines. She doesn't just define what an Impact Player is; she gives you actionable things to do, strategies that anyone can use to really boost their contribution at work. And these strategies? They're focused on four things: aligning what you do with what the organization “needs”, knowing when to step up and when to let others lead, finishing strong even when things get tough, and seeing feedback as a gift, a chance to grow. Sophia: Okay, “actionable strategies”—finally, something I can actually work with. So, where do we even begin? Daniel: Let's start with aligning your efforts, or “making yourself useful,” as Wiseman puts it. The idea here is that top performers don’t just stick to their job descriptions. They actively look for the biggest problems their team or company is facing and try to solve them. Sophia: “Making yourself useful”... Sounds kind of... well, obvious? Isn't that just common sense? Daniel: It “sounds” like common sense, I agree, but honestly, how many people actually “do” it? Take Sabine Khairallah at Unilever. She was a brand manager, right? Working on a really important product launch, and then a huge supply chain problem threatened to derail everything. Now, instead of just saying, "Hey, there's a problem!" or waiting for someone else to fix it, Sabine took charge. She broke down the problem, started calling the overseas supplier, sorting out customs issues, coordinating with all the different teams... She basically took control until the crisis was resolved. Sophia: Wait a minute—one person fixed a supply chain crisis? That's... ambitious. Daniel: Not entirely single-handedly, but by stepping up and connecting all the dots, she reduced what would have been a six-month delay to only one month! It was about having a strategy, being persistent, and making sure everything she did was aligned with the bigger picture—getting that product launched on time. Sophia: Alright, fair enough. That is impressive. So, how do the rest of us figure out where to step in like Sabine? We're not all supply chain heroes. Daniel: It starts with asking the “right” questions. Wiseman suggests actively seeking out what’s most critical to your team or organization. Ask, "What’s our biggest challenge right now, and how can I help fix it?" Or even simpler: "What’s the one thing “I” can do that would make the biggest difference?" Things like team discussions, stakeholder interviews, or even a “contribution audit” can help you see where you can have the biggest impact. Sophia: Contribution audit—sounds like HR speak, but I see what you mean. Basically, check if what you're doing with your time is actually making a difference. Daniel: Exactly, Sophia. People often get stuck in routines, right? Doing things just because "that's how we've always done it." Impact Players? They constantly reassess and focus their energy on solving the most important problems. Sophia: Okay, you've convinced me. This isn't just common sense. So, what's next on the list? Daniel: Next is proactive leadership—Wiseman calls it “step up and step back.” Leadership isn't always about titles or authority. It's about knowing when a situation needs you to take charge and when it's better to empower others. Remember Joya at Target? Her story is perfect here. Sophia: Ah, Joya—the one who covered for her manager when the CEO came to visit, right? Daniel: That’s her. When the manager was unavailable, the whole team could have been lost, but Joya stepped up. She knew how important the CEO's visit was, not just for the store, but for how their community would be seen. She rallied the team around a plan and showed the CEO that she could highlight successes while also acknowledging areas where they needed to improve. Sophia: That takes guts, though. Stepping up in front of the CEO without overstepping? That’s a tough balance to strike. Daniel: Absolutely, and that’s why it’s important to be prepared and to communicate well. Stepping up isn't about grabbing the spotlight; it’s about serving the needs of the team. Joya made sure her actions were collaborative, not self-serving. And just as important, Impact Players also know when to “step back”—to delegate, to let other people take ownership, and to avoid micromanaging. Sophia: Let's be honest though—the line between stepping back and feeling like you're losing control can be a bit blurry. How does someone handle that? Daniel: That’s where self-reflection comes in. Wiseman suggests asking yourself, "Am I helping or hindering here?" or checking in with your team to make sure everyone knows what they're supposed to do. It’s about adjusting how involved you are based on what the situation “needs”, not on your ego. Sophia: So, basically, pick your battles carefully? Daniel: And pick them for the right reasons! Which leads us to resilience—“finishing stronger.” High-impact people don't just start strong. They overcome challenges and finish strong even when everything's against them. Sophia: Okay, I assume there's a story for “this” one too? Daniel: Of course! NASA's Apollo 12 mission is a perfect example. Shortly after they launched, the spacecraft was hit by lightning, causing major system failures. But instead of just aborting the mission, the team worked under unbelievable pressure to solve each problem, adapting and innovating as they went. And they succeeded! It became one of NASA’s greatest achievements. Sophia: That story checks all the boxes—heroic teamwork, improvisation, high stakes. But how does that apply to, say, a marketing team or a product manager? Daniel: The principles are the same. Resilience is about making mid-course corrections. Being adaptable when a project hits a roadblock, recalibrating your strategy, and staying focused on the outcome. Things like post-milestone reviews or iterative adjustments help to keep progress while keeping the quality high. Sophia: Alright, I’m sold on resilience. What's the last strategy? Daniel: The fourth is “ask and adjust.” Impact Players ask for feedback regularly and use it to improve. It’s all about constant improvement through collaboration. Sophia: So, it's not "fake it 'til you make it," it's "ask 'til you improve"? Daniel: Exactly, Sophia! Think about Ron Howard during the making of Parenthood. When he needed a particularly emotional performance from Jason Robards, instead of just telling him what to do, he framed it as a collaborative question: "Would a sadder expression work here?" That small change invited buy-in and made the scene that much more powerful. Sophia: I like that. It makes feedback less like a threat and more like an exploration. Daniel: That's the beauty of it. Impact Players value feedback not just to meet expectations but to exceed them. They close the loop by showing how they’ve used that feedback, which reinforces trust and credibility. Sophia: So, to recap—align your actions with what’s important, know when to lead and when to follow, finish strong, and use feedback to grow. Daniel: That’s it, Sophia. These aren’t just strategies; they’re mindsets put into action. By using them, we’re not just contributing more effectively—we’re making ourselves indispensable.

Daniel: So, while individual efforts are key, how do we scale that up to benefit entire teams? That's where our focus shifts today—building high-impact teams and cultures. We're going to broaden our perspective from individual growth to look at collective impact, really spotlighting the role of leadership and culture in boosting performance. Sophia: Okay, I like it. So we're moving from the individual stars to the whole orchestra. High-impact individuals are impressive, sure, but without the right team and the right culture... even those bright stars can burn out or just totally misfire. So, let's get into it. Daniel: Exactly, Sophia. Building high-impact teams isn't just about assembling a group of talented people. It's about creating an environment where they can actually thrive, innovate, and achieve so much more together. And to do that, Wiseman highlights three key pillars: fostering inclusion and psychological safety, encouraging shared leadership, and driving cultural transformations. Sophia: Three pillars, got it. So, why are inclusion and psychological safety the foundation for high-impact teams? Daniel: Inclusion ensures, simply, that every team member feels valued and heard. Psychological safety enables people to contribute without fear of being judged harshly or failing. Combined, these unlock creativity, they build trust and really create a sense of belonging. Sophia: Makes sense in theory, but how does a leader actually make that happen? Practically speaking? Daniel: Well, let's look at the story of Colleen Pritchett at Hexcel Corporation, which Wiseman highlights. She noticed that the supply chain team—essential, right, in such a high-stakes business—was often overlooked because their work was mostly behind the scenes. So, recognizing their contributions, she made their work visible and publicly celebrated how important they were to the organization. Sophia: So, by shining a light on what's usually invisible, she boosted their morale and engagement? Daniel: Exactly. The result wasn't just a happier team, it was a more cohesive and motivated one. Pritchett proved that when leaders acknowledge those overlooked contributions, they can create a culture where everyone feels like their work truly matters. That recognition drives better individual and team performance. Sophia: Okay, but let's be real. Not every manager is a Colleen Pritchett. What practical steps can others take to foster this kind of inclusivity? Daniel: Wiseman lays out a few tools: active recognition, structured collaboration practices, and channels for candid feedback. For example, you could introduce round-robin discussions in meetings which ensure that quieter team members get a chance to contribute. Or, anonymous feedback forms can surface concerns that might otherwise go unheard. Sophia: So, it's about structures that stop the loudest voices from dominating, while also creating space for everyone else to step in. Alright, let's talk shared leadership. I find this idea intriguing, but honestly, a little idealistic. Rotating leadership roles? Isn't it just easier to have one captain in charge all the time? Daniel: It does sound idealistic until you see it in action. Take Joya Lewis at Target—her story encapsulates what shared leadership looks like. When her store was managerless during a really important CEO visit, she stepped up to take the lead. But her brilliance was in how she distributed responsibilities. She empowered her peers to take ownership of their own areas, instead of micromanaging every single detail herself. Sophia: Smart move. I'm guessing that collective ownership made it easier to address any challenges as a group? Daniel: Precisely. Shared leadership is about situational fluidity, taking charge when necessary but also stepping back to let others lead where they excel. It creates a sense of mutual accountability and resilience within the team. Sophia: Alright, leaders stepping aside to let others shine is great in theory, but what happens when egos get involved? Isn't there a risk of chaos or power struggles? Daniel: Definitely. And that's why shared leadership requires really strong support structures. Wiseman suggests giving leaders-in-training the tools and guidance they need to succeed, while also fostering cross-functional collaboration. When people know their contributions are supported and aligned with a shared goal, egos naturally take a back seat. Sophia: Fair enough. Cross-functional collaboration sounds like a buzzword, but also like a way to force people out of their silos. Daniel: Exactly. It's about helping team members see the bigger picture, aligning their expertise with the goals of the organization. And that alignment is critical when it comes to driving cultural transformation, our third pillar. Sophia: Culture. That’s the hard one. You can't just tell people, "Okay, we're all about collaboration and innovation now," and expect it to magically happen. Daniel: True. Culture change is deliberate, not declarative. A perfect example is Scott O'Neil’s work with the Philadelphia 76ers. When O'Neil took over, the organization was in disarray: poor performance, low morale, and disengaged employees. Instead of focusing solely on external results, O'Neil began with the internal culture. Sophia: Did he walk around the office handing out pep talks like a coach, or what? Daniel: Not quite, but he did make positivity and accountability the “real” pillars of transformation. He brought in leaders like Jake Reynolds, who energized sales meetings with humor and high energy. They set a tone where positivity wasn't just encouraged, it was modeled. And they celebrated contributions, both big and small. This shift in culture reinvigorated the team, translating into better engagement and performance across the board. Sophia: Alright, credit where it's due. Injecting enthusiasm into sales meetings isn't groundbreaking, but making it consistent enough to change a culture? That's impressive. Daniel: And that consistency is key. Culture isn’t one moment or a one-off program; it’s the sum of intentional behaviors and practices. Wiseman emphasizes tools like defining clear values, celebrating milestones to reinforce those values, and using shared moments – like those energizing sales "pep rallies"—to create a sense of collective identity. Sophia: Let me guess—music, maybe a group handshake, and someone screaming, "Let's do this!" Daniel: Close! But the point is, those visual and emotional motivators can build a cohesive, motivated team. By focusing on the human side of leadership, any cultural changes can ripple outward. Sophia: Alright, I'm starting to see how these pillars—psychological safety, shared leadership, and cultural transformation—can scale the principles of Impact Players from individuals to teams. Daniel: Precisely. It’s about creating an environment where everyone can operate at their best, while driving collective success. As Wiseman shows, these practices aren’t reserved for an elite few—they’re accessible tools any leader or team can embrace.

Daniel: Okay, let’s bring this home. Today we really dug into Liz Wiseman's “Impact Players”, didn't we? We covered what makes them different – that adaptability, taking ownership, and collaborating effectively. Then we looked at concrete strategies, like aligning with company goals, knowing when to lead and when to support, finishing strong, and always seeking feedback. Sophia: Yeah, and we didn’t just stop at the individual level, either. We talked about how leaders can scale these principles for their teams. Creating inclusive environments, fostering shared leadership, and driving real cultural change, so that great work becomes the norm, not just a lucky accident. Daniel: Exactly! So, the main point here is, whether you're an individual contributor or a leader, greatness isn't about doing everything. It's about intentionally focusing on the “right” things, being adaptable and really working together. Sophia: Right. And for those of you, like me, who might be a little skeptical, don’t feel overwhelmed. Just start with something small. Ask yourself, "What's one problem I can step up and solve right now?" Or, "Who on my team deserves a chance to lead?" It’s all about experimenting and learning as you go. Daniel: Couldn't agree more, Sophia. Wiseman’s point is that becoming an Impact Player isn't some exclusive club. It’s about having the right mindset and developing habits that anyone can incorporate into their daily work, no matter their job title. Sophia: And if it feels like a lot to take on, just remember that small steps add up. Align, adapt, collaborate, and stay resilient. It’s a journey, not a destination, right? Daniel: Absolutely, that's the path. So, we're challenging our listeners: What's one small way you can make a bigger impact this week? It doesn't have to be huge. Just start somewhere, and focus that impact where it will be most felt. Sophia: Until next time, keep asking questions, take action, and who knows? Maybe you’ll become the Impact Player on your team. Daniel: Thanks for listening, everyone!