CHAPTER 9

Making It Real

How to Turn Insights into Action

THE POTENTIAL TO LEVERAGE YOUR IMPACT TO 5 x 5 x 5

The Impact Catalyst

Now that you’ve been exposed to our three key mindsets, empowered relationships, alignment, and collaboration, turning that thinking and skills into new actions and behaviors is a significant opportunity to strengthen and accelerate your impact. Let’s assume you really want to adopt these and deploy them when appropriate. Have you ever had any New Year’s resolutions that tended to recur each year, because even though you were motivated, they somehow didn’t materialize? And I’m sure those resolutions were 100 percent in your best interest, and you had 100 percent control.

In a complex organization with many moving parts, many of which you do not control, adopting new behaviors is that much more challenging. But first, a quick review.

THE PROPOSITION: THREE PRINCIPLES OF WORK THAT COUNTS

1

2

3

All three mindsets are required and combine to drive impact in a complex organization.

If any one of the three is weak, it will disproportionately diminish overall impact.

If all are strong and in sync, they will drive inordinately greater impact, results, and innovation.

The good news is that you can strengthen your impact by improving even modestly in any of the three mindsets. Our aspiration is the Impact Catalyst 5 x 5 x 5, which is a rare standout. Your Impact Score can improve significantly as you move toward that goal by focusing on the few critical skills that you think could make the biggest difference.

As you may recall, there are three main archetypes:

This model demonstrates what can happen when any one lever is weak. Of course, there are many permutations of scores. The point, again, is not about the math; it is about what actions you can take to strengthen each of the three as needed, to achieve your fullest potential impact. And if you indeed have that capability, you choose to use the skills when it is appropriate.

As you consider the skills and insights covered in this book, what’s the probability that you will choose to use the right skill at the right time? For many, it’s probably in the 20 to 50 percent range. And that assumes that if you decide to use the skill, you have the capability to do so effectively. You have to both strengthen your effectiveness and increase the likelihood you’ll use the skill when you should.

WHAT CAN YOU DO?

One strategy to apply these skills on the job and at home is to put out reminders to yourself. You could put sticky notes on your computer, or reminders in your phone. Simply plan on the first day of the month to pull out this book and see if there are any actions you could take to strengthen your impact. You could also engage your team leader as a mentor or coach, to help you more systematically internalize these skills and insights. And finally, how about co-opting a colleague? Perhaps both of you can help each other out, kind of like a workout buddy.

As discussed in chapter three, you could also create a development plan with clear goals to help you continue to grow (at a fast-enough pace). Identify the skills you are going to develop, and then plan how you will develop them. As you develop your plan, consider different people you need to collaborate with, and determine what would make that relationship work better. You can also think of situations that you face, or particular projects or outcomes for which you are already going to be held accountable for the results. Can you apply these skills and insights to a project that is about to kick off?

Remember, 10 percent of development comes from formal learning, so keep this book handy as a reference tool; it’s a great way to accelerate your development. Twenty percent of development comes from learning from others. Is there anyone you could tap to help you develop your targeted skills? For example, if you wanted to champion the bigger picture, is there anyone you know who does that really well whom you could observe and get advice from? The last development strategy is 70 percent on the job. That means just go try it! Do you want to build more trust? Then build credibility. Fine-tune your empowered relationships. Let others know if you might miss a deliverable—and with enough time that you can work together to determine the impact or potentially fix the problem.

Below are a couple of sample development plans to help guide your thinking. And if you already have a development plan at work, integrate your ideas into that plan.

Development Focus Area

Actions to Take

By When

Keep Work That Counts top of mind.

Pull out book and review content.

Day 1 of every month

Champion the bigger picture so team members have more context for execution.

(Empowered Relationships)

Meet with my leader to better understand the organization strategy and goals.

Ask peer (who is an awesome role model) to be a mentor.

Work with team to develop a team purpose and charter.

Q1–2

Engage 100 percent in crisp meetings.

(Alignment)

Set agendas in advance to discuss the what, why, and how.

Designate a team facilitator to help keep team on track.

Q2

Strengthen relationship with two key stakeholders.

(Collaboration)

Schedule lunch every two months.

Ask for feedback on how I can be more effective (what I can start/stop/continue doing).

Q3

Strengthen trust with my team leader so I can get more fuel to take action and drive decisions. (Empowered Relationships)

Meet with leader to discuss what each of us could do more effectively to fine-tune our empowered relationship.

Meet a month later to review progress.

Q1

Get the support needed from a peer who is resistant to providing help. (Alignment)

Review steps and starters.

Plan discussion and practice with a trusted peer.

Meet with peer and confirm actions after meeting.

ASAP

Talk it out to resolve conflict with my peer.

(Collaboration)

Review chapter seven on Talk It Out.

Learn more by reading the book Crucial Conversations.

Plan for discussion and follow up after meeting.

Q1

The key to introducing any kind of change is to start. If you want to start working out, do a few push-ups, go for a walk, or jog for five minutes. But get started. Once you’re moving in the right direction, you can make it more challenging, add more factors, and manage yourself to keep up the momentum. If you have a setback, start again, without overwhelming yourself—think baby steps. You have the knowledge; now it’s time to take action, to strengthen your impact in and across teams and make your work count.