![ies ve unmet load hours ies ve unmet load hours](https://unmethours.com/upfiles/15360421046662263.jpg)
While others do their job, Impact Players do the job that needs to be done. In contrast, more typical players operate with a duty-oriented mindset, taking a narrow view of their role and playing their position. As they do, they increase organizational responsiveness, create a culture of agility and service, and build a reputation as flexible utility players who can be valuable in a variety of roles. Impact Players aim to serve this orientation prompts them to empathize with their stakeholders, look for unmet needs, and focus where they are most useful. When dealing with messy problems, Impact Players address the needs of the organization they venture beyond their assigned job to tackle the real job that needs to be done. Each is a set of behaviors that flow from the belief that opportunity can be found amid ambiguity and challenge. The following practices were the five key differentiators we found between Impact Players and their colleagues. While others are freezing, Impact Players are getting their arms around the chaos. Because they see uncertainty and ambiguity as an opportunity to add value, Impact Players react fundamentally differently as well. Impact Players tend to see opportunity where others see threat. Perhaps most fundamentally, they don’t see problems as distractions from their job rather, they are the job-not just their job, but everyone’s job. Invitations to make changes are intriguing, not intimidating. Lack of clarity doesn’t paralyze them it provokes them. They are energized by the messy problems that would enervate or foil others. To Impact Players, unclear direction and changing priorities are chances to add value. The Impact Players see everyday challenges as opportunities.
Ies ve unmet load hours how to#
Where others may spot a single bee but fear an entire swarm, the Impact Player is figuring out how to build a hive and harvest the honey. What’s more, under-contributors see them as not just threats to productivity but personal threats that could jeopardize their position or organizational status. They see them as problems to run around and avoid rather than tackle directly. Typical professionals approach difficult situations as if the challenge is a nuisance, lowering their productivity and making it difficult for them to do their job. When others may have freaked out or checked out, Impact Players dove into the chaos head-on, much as a savvy ocean swimmer dives into and through a massive oncoming wave rather than panicking and being tumbled in the surf. The typical contributors excelled in ordinary situations, but they were more easily flummoxed by uncertainty and got stuck amid ambiguity.
![ies ve unmet load hours ies ve unmet load hours](https://unmethours.com/upfiles/15156334216620198.png)
The approach taken by Impact Players isn’t just marginally different, it is radically different-and it’s rooted in how these professionals deal with situations they cannot control. This book focuses primarily on the distinction between the first two categories in order to explore the subtle, often counterintuitive differences in mindset that become big differentiators in impact. Under-contributors: Smart, talented people who are playing below their capability level.Typical contributors: Smart, talented people who are doing solid (if not great) work.High-impact contributors: Those who are doing work of exceptional value and impact.Talent is everywhere, winning attitude is not.