Impact Players Framework

IMPACT PLAYERS FRAMEWORK
The following chart summarizes the key differences in the behavior and beliefs characteristic of
the Impact Player Mindset compared with the Contributor or Under-Contributor Mindsets. While
the Impact Players book focuses almost exclusively on the difference between the Impact Player
compared with the Contributor, our research also showed distinct patterns of assumptions and
behaviors among smart, talented people playing below their capability level. These patterns are
included in the charts below.
ASSUMPTIONS AND PRACTICES OF THE IMPACT PLAYER
THE FIVE EVERYDAY CHALLENGES ASSUMPTION PRACTICE
1. Messy Problems: Complex, Service: I can be of Do the Job that’s Needed

interdisciplinary issues or service and solve
opportunities that don’t fall problems.
within any one person’s job.
2. Unclear Roles: Lack of clarity on Stewardship: I don’t Step Up, then Step Back
who is in charge. need formal authority
to take charge.
3. Unforeseen Challenges: Confidence: I can handle Finish Stronger

Unprecedented challenges and this.
unforeseeable problems.
4. Moving Targets: Changing Confidence: I am Ask and Adjust

needs or circumstances that valuable and can grow and
render current practices evolve.
ineffective or inadequate.
5. Unrelenting Demands: Work Contribution: My efforts Make Work Light

demands that increase faster than make work better for
capacity. everyone on the team.
ASSUMPTIONS AND PRACTICES OF THE CONTRIBUTOR
1. Messy Problems: Complex, Duty: I’m here to do a Do Their Job

interdisciplinary issues or specific job.
opportunities that don’t fall
2. Unclear Roles: Lack of clarity on Bystander: Other Wait for Direction

who is in charge. people are in charge.
3. Unforeseen Challenges: Avoidance: Adversi- Escalate Issues

Unprecedented challenges and ty hurts and should be
unforeseeable problems. avoided.
4. Moving Targets: Changing needs Caution: My basic Stick to What They

or circumstances that render current capability doesn’t change Know Best
practices ineffective or inadequate. very much so change is a
threat.
5. Unrelenting Demands: Work Dependence: I need help Add to the Burden

demands that increase faster than from my leader.
capacity.
ASSUMPTIONS AND PRACTICES THE UNDER-CONTRIBUTOR
1. Messy Problems: Complex, Inward: I work best on Do Their Own Thing

interdisciplinary issues or what I’m passionate about.
opportunities that don’t fall
2. Unclear Roles: Lack of clarity on Victim: Others are in Resist Peer Leadership
who is in charge. charge.
3. Unforeseen Challenges: Fragility: Adversity caus- Get Distracted

Unprecedented challenges and es pain and makes one and Discouraged
unforeseeable problems. weaker.
4. Moving Targets: Changing needs Defense: I have certain Insist They Know Best
or circumstances that render current capabilities that don’t
practices ineffective or inadequate. change so I must cling to
them.
5. Unrelenting Demands: Work Entitlement: Other peo- Become a Burden

demands that increase faster than ple owe me the help and
capacity. resources I need.
DECOYS
The following is a list of the value decoys (professional habits or beliefs that seem useful and appear appreciated
but that erode more value than they create) that can prevent people from contributing at their fullest and mini-
mize the impact of their work:
IMPACT PLAYER PRACTICE DECOY DYNAMIC
1. Do the Job Call to Working with a sense of pride and diligence, but
That’s Needed Duty assuming your position is the source of your value.
Pursuit of Working on what you are passionate about but

Passion assuming that what’s of interest to you is important
to the organization or your stakeholders.
2. Step Up, By Waiting to be issued an assignment or being asked to

Then Step Back Invitation lead but missing the opportunity to contribute or provide
Only much-needed leadership.
Team of Working collaboratively attempting to create

Equals egalitarianism and a whole team of leaders, but
actually creating anarchy and confusion.
3. Finish Finish at Finishing for the sake of finishing, but wasting

Stronger All Costs precious time and resource on endeavors that are no
longer important or feasible.
False Sounding the alarm too early or too often, but

Alarms diluting your credibility.
4. Ask and Adjust Stick to Playing to your strengths, but limiting your ability
Strengths to adapt and grow.
Game Projecting a sense of strength, but deterring coaching be-

Face cause we seem like we have things figured out.
Feedback Seeking feedback but so constantly that it becomes an

Frenzy appeal for affirmation not information and it exhausts your
colleagues.
5. Make Work Face Striving to build relationships by spending a lot of time with
Light Time your manager or key stakeholder but misusing their time.
Play Speaking up and sharing ideas freely, but over-contribut-

Big ing to the point of verbosity where people stop listening.
Full Bringing your whole self to work but sharing too

Disclosure much personal information and making others feel
uncomfortable.
Cheering Supporting our colleagues through challenging times, but

Section offering emotional support when they really need help
with the work.

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IMPACT PLAYERS FRAMEWORK

ASSUMPTIONS AND PRACTICES OF THE IMPACT PLAYER

THE FIVE EVERYDAY CHALLENGES ASSUMPTION PRACTICE

1. Messy Problems: Complex, Service: I can be of Do the Job that’s Needed

3. Unforeseen Challenges: Confidence: I can handle Finish Stronger

4. Moving Targets: Changing Confidence: I am Ask and Adjust

5. Unrelenting Demands: Work Contribution: My efforts Make Work Light

THE FIVE EVERYDAY CHALLENGES ASSUMPTION PRACTICE

1. Messy Problems: Complex, Duty: I’m here to do a Do Their Job

2. Unclear Roles: Lack of clarity on Bystander: Other Wait for Direction

3. Unforeseen Challenges: Avoidance: Adversi- Escalate Issues

4. Moving Targets: Changing needs Caution: My basic Stick to What They

5. Unrelenting Demands: Work Dependence: I need help Add to the Burden

ASSUMPTIONS AND PRACTICES THE UNDER-CONTRIBUTOR

THE FIVE EVERYDAY CHALLENGES ASSUMPTION PRACTICE

1. Messy Problems: Complex, Inward: I work best on Do Their Own Thing

3. Unforeseen Challenges: Fragility: Adversity caus- Get Distracted

5. Unrelenting Demands: Work Entitlement: Other peo- Become a Burden

IMPACT PLAYER PRACTICE DECOY DYNAMIC

Pursuit of Working on what you are passionate about but

2. Step Up, By Waiting to be issued an assignment or being asked to

Team of Working collaboratively attempting to create

3. Finish Finish at Finishing for the sake of finishing, but wasting

False Sounding the alarm too early or too often, but

Game Projecting a sense of strength, but deterring coaching be-

Feedback Seeking feedback but so constantly that it becomes an

Play Speaking up and sharing ideas freely, but over-contribut-

Full Bringing your whole self to work but sharing too

Cheering Supporting our colleagues through challenging times, but

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