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The Learning Leader Show With Ryan Hawk

441: Liz Wiseman - How To Build Credibility, Solve Problems, & Multiply Your Impact

Duration
55m
Broadcast on
17 Oct 2021
Audio Format
other

Text LEARNERS to 44222 for more...

Full show notes at www.LearningLeader.com

Twitter/IG: @RyanHawk12 https://twitter.com/RyanHawk12

Liz Wiseman is the New York Times bestseller author of Multipliers, Rookie Smarts, and most recently Impact Players. She is the CEO of the Wiseman Group, a leadership research and development firm. Some of her recent clients include Apple, Disney, Facebook, Google, Microsoft, Nike, Tesla, and Twitter. Liz has been listed on the Thinkers50 ranking and named one of the top 10 leadership thinkers in the world.

Notes:

  • Habits of high impact players:
    • Learn the game
    • Play where they are needed
    • Play with passion
  • Impact players have a good internal locus of control. They believe they have agency in their life. They believe they are in charge of their life. Liz said, "You have a lot more power than you might think you have."
  • Neil deGrasse Tyson said, "what you know is not as important as what you think." If you aspire to have greater influence, start thinking like an impact player…don't just use the playbook. Adopt the impact player mentality as your ethos.
  • Many leaders commented how much they learned thru the process of answering questions. Teaching others can be one of the greatest tools for learning in the world...
  • Seeking feedback and guidance versus seeking validation. Impact players don't need validation. They crave feedback and guidance so they can continually improve.
  • Say less: Play your chips wisely - Before an important meeting, give yourself a budget of poker chips where each chip represents a comment or contribution to the meeting.
    • Be relevant, be evidence-based, be unique and additive, be succinct.
  • Building credibility with leaders and stakeholders:
    • Some credibility killers? Waiting for managers to tell you what to do, ignoring the bigger picture, tell your manager it's not your job.
    • Some credibility builders? Doing things without being asked, anticipating problems, and having a plan.
  • Instead of following your passion… Be useful. Make a name for yourself by running towards the problems and solving them. Make your boss's life easier. Be useful. Work on what's important for the people you work for…
  • "The Diminisher is a Micromanager who jumps in and out. The Multiplier is an Investor who gives others ownership and full accountability."
  • "Multipliers invoke each person's unique intelligence and create an atmosphere of genius—innovation, productive effort, and collective intelligence."
  • "It isn't how much you know that matters. What matters is how much access you have to what other people know. It isn't just how intelligent your team members are; it is how much of that intelligence you can draw out and put to use."
  • "Multipliers aren't "feel-good" managers. They look into people and find capability, and they want to access all of it. They utilize people to their fullest. They see a lot, so they expect a lot."
  • "The highest quality of thinking cannot emerge without learning. Learning can't happen without mistakes."
  • What do Impact Players do?
    • 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, the Impact Players make heavy demands feel lighter.
  • Some think you become great on the big stage under the bright lights. But the light only reveals the work you did in the dark. —Jeff Bajenaru
  • An overarching idea: I can be of service and solve problems. The slogan from Kaiser Sand & Gravel; "Find a need and fill it."
I think there's a hard way to get good at receiving feedback and then there's an easier way. So the hard way is to like stay open-minded, to take it in, to process it, to thank people for it. The easy way is to stop getting feedback on you and your performance and start getting guidance on your work. Welcome to The Learning Leaders Show presented by Insight Global, I am your host, Ryan Hawke. Thank you so much for joining your text learners to 44222 to become part of Mindful Monday. You along with tens of thousands of other learning leaders from all over the world will receive a carefully curated email from me each Monday morning to help you start your week off right. You'll also receive the details about my new upcoming book and you'll receive a first look before anyone else's text learners to 44222. Now on to tonight's feature, we are the great Liz Weisman is back, New York Times best-selling author of Multiplyers, Rookie Smarts, and now most recently Impact Players. Liz, the CEO of the Weisman Group, a leadership research and development firm. Some of her recent clients include Apple, Disney, Facebook, Google, Microsoft, Nike, Tesla, Twitter. Liz has been listed on the Thinkors 50 ranking and named one of the top 10 leadership thinkers in the world. We discuss seeking feedback and guidance versus seeking validation. Liz shares what the impact players do and what you should do. And then she discusses how you can view uncertainty as an opportunity instead of a threat. And then Liz shares why, quote, follow your passion is junk food advice and what you should do instead. Ladies and gentlemen, it's Liz Weisman. Just to start this one, I have to acknowledge something that I'm sure you don't even remember that you've done. So because I know this is just how you are. On August 2, 2018, I got an email back from you about my first book and I sent my first like the manuscript to a number of people who I thought were really good, really smart, I asked for feedback and most people, and these are all great people is, but most people right back looks great, man, congratulations beyond your way and I get it because everybody's really busy. You probably don't even remember what you said, but I do and I wrote it down. I think it needs to be acknowledged in front of everybody here as well as anyone listening and you said, my guidance for you. You need to refocus this book, focus your source. You have a primary source, which is lessons from the world's top leaders and your secondary source is yourself, your own experiences, color commentary. You can expand your audience this way. I suspect the book will experience greater success and longevity this way. Second, you said you need to rename this book. By the way, the title of the book at this time was called the learning leader method. You said the learning leader method is not a compelling name. The learning leader is good, but only if that's what the book is about. Method is boring to me. It's not something I would read. Awesome. So because it's like real feedback and I loved it, it was a gift. Then on May 1st, 2019, you wrote me back again and said, you know what, I really like the

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