In her new book Impact Players: How to Take the Lead, Play Bigger and Multiply Your Impact, author and researcher Liz Wiseman, makes the case for why top performers across industries and sectors, tend to be quick, agile, adaptable, collaborative, strong, and solution-focused.

She demonstrates through countless examples from her research why these top performers progress faster than their peers and are given more highly visible, high-value opportunities that enable them to contribute at a high level which gives them even greater recognition. Additionally, these team players are entrusted with greater resources and increased responsibilities which gives them opportunities to showcase their talents even more.

Liz researched top companies across the world to determine the mindset and behavior differences of top contributors. She defines these workers as Impact Players, "individuals at any level of an organization who are doing work of exceptional value and having an extraordinary high impact.”

In contrast, she found that many solid contributors are "playing by an outdated rule book. Some were doing their job so diligently that they overlooked the real work to be done--the work no one was officially assigned to but that the organization most needed." Her book makes the case for why Impact Players soar professionally and why top contributors end up plateauing, delivering “too little value while working extremely hard."

As a leader or seasoned professional woman aspiring to leadership, I know your impact matters to you. So how would you feel if you knew that the work you are doing is great but irrelevant to your organization? Unfortunately, this is the reality for many managers and contributors. It’s a tough pill to swallow but one that with awareness and modification of your behavior you can sweeten a lot more.

Liz found that "while all people bring capability and intelligence to their jobs, much as in a card game, some seem to play their hand better than others." Her goal in the book is to show you the playbook of these Impact Players so you can start emulating them. She found that there is a mindset and behavior difference between these Impact Players and those who could be but aren't. Other capable talented women are not able to exert their influence the same way and instead are on the sidelines watching the top performers rise.

What is the secret? Through her research, Liz discovered that there are five key differences between Impact Players and their colleagues. Impact Players:

1. Do the Job That's Needed. Impact Players don't just see their role, they see the need that must be addressed, and they get busy doing that even if it means going outside their role.  They aim to serve. Their peers operate with a duty mindset that keeps them limited to their role.

2. Step Up. Step Back. Impact Players step up and lead when it's required or when it's unclear who is in charge.  They don't wait for permission or to be asked, they take charge. They lead "by demand rather than by command." When they have resolved the problem, they step back and follow. In contrast, when roles are unclear, others act as bystanders, not leaders.

3. Finish Stronger. Impact Players take ownership, solve problems, and get the entire job done without supervision. They deliver results despite setbacks. "While others escalate problems, Impact Players move things across the finish line."

4. Ask and Adjust. Impact Players are more adaptable and able to course correct nimbly as conditions change. They see changes as opportunities to grow and learn. They see challenges as opportunities to add value. They are energized by problems that would foil others.

5. Make Work Light. Impact Players make hard work easier because they are easy to work with. They help create a positive and productive work environment.  Their peers tend to seek help rather than offer help when things get tough.

These mindset and behavior differences differentiate Impact Players from their peers. According to Liz, "Impact Players look beyond themselves and define value through their stakeholder’s eyes. They learn what is important to their bosses, their clients, or their collaborators and they make it important to them. By targeting their efforts where the greatest number of people benefit, they increase their impact and influence. "

Don’t let these facts become another obstacle in your growth trajectory. In the last section of the book, Liz highlights two shifts any leader on the make can leverage to begin adopting an Impact Player mindset. I’ll share those points in next week’s post.