This book is all about you and how you can take greater control of your impact on people and the world around you, to create good working relationships, great teams, healthy work cultures and sustainable organisational results.
What ideas did you pick up and how will you put them into practice?
As a quick reference and reminder, here are the main concepts, solutions, tools and the behaviours that are explored in each chapter.
Chapter 1: What is impact?
- Impact starts from within
- Your impact is about the ripple effect you create
- Creating an impact strategy
- Impact through position alone or through behaviour?
- Taking responsibility for your impact
- Understanding your audience
- Being authentic and using your ULPs
- How actions and behaviours drive impact
- Research on leadership impact
Chapter 2: The why and how of achieving impact
- Reasons to focus on impact
- Impact happens in the moment
- What goes with the title?
- The way you behave and your habits
- Being a great communicator and listener
- ULPs – unique leadership points
- Leadership Radar – being really aware
- Impact and company culture
Chapter 3: Impact on employees
- Have a vision and carry it through
- Treat people as individuals and value differences
- Get teams to believe in themselves
- Be authentic, take off your corporate cloak
- Be intentional about your brand and reputation
Behaviours
- Engaging and caring acknowledgement of employee’s accomplishment
- Thinking carefully about how to position the vision with people in mind
- Talking openly and expressing oneself, being passionate
Chapter 4: Impact on people more senior than you
- Stakeholder leadership
- Stakeholder influencing
- Use organic and reverse mentoring
- Be your own brand manager
- Prepare for meetings – how to be
Behaviours
- Volunteering information and daring to share a bold idea
- Asking questions and listening intently
- Sharing observations and allowing for others to confirm those thoughts
Chapter 5: Impact on people at the same level (peers)
- Treat your peers like customers
- Be generous with credit, stingy with blame
- Give peer-to-peer observations
- Be politically aware
- Seek out learning opportunities with your peers
Behaviours
- Looking for solutions
- Explaining why including me is so helpful – for us both
- Generous sharing
Chapter 6: Impact on the board of directors
Executive presence as an impact tool
Behaviours
- Active engagement, asking board members what they need
- Creatively challenging the status quo
- Appreciating differences, trying something new
Chapter 7: External impact with stakeholders, media/press, social media
- Choosing behaviours that make the difference
- Considering your impact on customers and their experience
- Working effectively with your partners, suppliers, sub-contractors
- Managing the media/press
- Social media and brand management
Behaviours
- Listening and interacting with an open mind
- Choosing to step back and carefully choosing how to engage online
- Taking time to choose a response, building a good relationship for next time
Chapter 8: Collaborative impact
- Conflict management
- Creating a team with the team formula
- Get together as a team
- Get to know each other
- Really talk to each other openly
- Give each other behavioural TOP feedback™
- Build on strengths
- Agree on team purpose and direction
- Decide how to work together and measure success
- Be generous, fearlessly share what you know
- Commit to what has been agreed
- Keep your promise, hold each other accountable
Behaviours
- Being accepting (of self and others)
- Being curious
- Being respectful
- Being genuinely interested in people
- Being generous, share what you know
- Giving credit when it is due
- Letting go of the need to ‘be right’
- Keeping your promises (being trustworthy)
Chapter 9: Change-driving Impact
- Change leadership, not just change management
- As a leader, how are you adding value?
- The emotional aspect of change
- Use the positive change influencers
- Do not waste time in ‘uncertainty void’
- Slow down to speed up the change
- No one has all the answers
- Hold regular change meetings
Behaviours
- Being proactive
- Being reflective
- Demonstrating responsibility
- Being positive
- Showing empathy
- Being considerate
- Being trustworthy
- Being sensible
- Not being afraid to be courageous
- Being open-minded
- Demonstrating belief in the change
- Most importantly, stopping to celebrate the success you have created
Chapter 10: Innovative impact
- The 5 agile steps for disruptive leaders:
- Build your strategic ability
- Leave your ego at the door
- Take teaming and collaboration to a new level
- Give enough stability so people can act with agility
- Think H2H – human to human
- Build innovation confidence
- Run PODS™
- Run internal and/or external hackathons
- Use conflict to drive innovation
- Go and find the problems or opportunities – and start innovating
Chapter 11: Business sustainability impact
- The Triple Bottom Lines: people, planet, profit
- Involve people from the start
- Educate people on sustainability
- Create a value proposition
- Manage expectations
- Be realistic and stay focused
- Give hope
Behaviours
- Being consistent in words and actions, have a great ‘say-do ratio’ (this goes for your personal life as well)
- Being authentic (never ‘greenwash’!)
- Being inclusive and open to collaboration across the society you exist in (as sustainability challenges are best worked at across business, government, non-profit organisations, etc)
- Showing your commitment by staying focused, reminding people about the why and how of business sustainability
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