Why is it that some leaders can be counted on in critical situations and others can’t? What are the key characteristics of these A-players and what makes them different from their peers?
In working with CEOs and business owners, this is one of the early conversations we have: “Who are your A-players and how can you tell they’re performing at that level? And what are the behaviors to look for and cultivate in your other leaders to get them to that same level (or decide to part ways)?”
In this Gravitas Impact Premium Coaches recorded webinar, Liz Wiseman, author of Multipliers, discusses her key findings on these questions in her new best-selling book Impact Players.
Based on a study of 170 top contributors, Wiseman identifies the mindsets that prevent otherwise smart, capable people from contributing to their full potential and the five practices that differentiate Impact Players:
• 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, Impact Players make heavy demands feel lighter.
Wiseman makes clear that these practices—and the right mindset—can help any employee contribute at their fullest and shows leaders how they can raise the level of play for everyone on the team.
How can you develop Impact Players in your company?
To find out how to develop A-player talent to grow more easily, quickly and profitability, AND enjoy the ride, try our complimentary Agile Growth Checklist. This self-service questionnaire takes 5 to 10 minutes to complete. You'll receive the checklist with your responses immediately. Within 24 hours, you'll receive a compiled report highlighting areas to improve. Complete section 2 to check your talent processes. Or complete all 7 sections to find out how your company is doing in each of the 7 areas needed to produce more rapid, profitable and sustainable growth. This report is complementary and involves no obligation.
Underpinning the Scaling Up system and 7 Attributes of Agile Growth framework I use with my clients are methods developed by many great business thought leaders.
One of these methods is the Where to Play choices in A.G.Lafley and Roger L. Martin’s 2013 book Playing To Win: How Strategy Really Works.
The book draws on their experience working together on the strategy transformation of Proctor & Gamble from 2000 to 2009, and distills strategy down to its essence so it’s useful and effective for any size company.
They underline first that strategy is about choices. Making trade-offs to focus a company on the higher opportunities for success, rather than spreading a company thin.
Their strategy framework includes choosing: 1) how you define winning, 2) where you will play in the market, 3) how you’ll win/compete, 4) what capabilities must be in place and 5) what management systems are needed.
Playing to Win helps make better sense of strategic terms like vision, target market, value proposition, core competencies, etc., and helps tie it all together in a logical way.
However, it offers few practical tools or specific processes. And some of the long P&G stories seem to miss the point.
That said, it’s a great book for those who’ve been exposed to strategic thinking tools and want to deepen their understanding.
Book: 272 pgs, 7h9m audio.
How can you develop a winning strategy?
To find out how you can strengthen your strategy and grow more easily, quickly and profitability, AND enjoy the ride, try our complimentary Agile Growth Checklist. This self-service questionnaire takes 5 to 10 minutes to complete. You'll receive the checklist with your responses immediately. Within 24 hours, you'll receive a compiled report highlighting areas to improve. Complete sections 3 and 6 to check your competitive strategy. Or complete all 7 sections to find out how your company is doing in each of the areas needed to produce more rapid, profitable and sustainable growth. This report is complementary and involves no obligation.