Attitude is everything.
Or is it?
Great attitudes are infectious and can positively impact the behaviors of others. Of course, poor attitudes can also be infectious, and not in a good way, but that's a subject for another chapter.
So when we think about what defines a positive difference maker, is it really all about attitude?
In the last chapter of this series, we discussed the valuation technique used to value the assembled workforce. We made the observation that people are not fungible, and that there's more to think about than just the cost of replacement when assessing the value of employees. We also noted that within the aggregated workforce there are "difference makers."
In chapter 2 of The New ROI: Return On Individuals, we discuss what defines a difference maker.
In author and speaker, John Maxwell's book called The Difference Maker, John busts the myth that "attitude is everything" and explains that while attitude is important, it isn't 'everything.' There are certain things that attitude alone can't overcome. A good attitude isn't a substitute for experience. Attitude also can't overcome a lack of skill, nor can it overcome certain facts. In other words, despite my love of hockey and desire to play in the NHL, the fact that I am past the prime age of a typical hockey player and lack the skill to ice skate, prevents me from living that dream.
That said, he writes that attitude is a primary component in determining success. John explains that attitude is the difference maker in how we approach and deal with relationships and challenges. It might be the one thing that we always have in our control, regardless of the circumstances.
What makes people become difference makers?
In summary, it describes the mindset of people who achieve noteworthy results as follows:
"Great difference makers shift from seeing themselves as workers with an assignment to crank out, to seeing themselves as people with a difference to make."
So difference makers have the attitude that they are, in fact, difference makers.
The results of a study of roughly 1.7 million people across all industries found that what sets these high performers apart isn't a set of traits like intelligence or ambition. Difference makers, or 'high performers,' simply do things differently at work.
The specific things that difference makers do to achieve better results are:
1) They Ask the Right Questions
Difference makers ask things like "Why does this take so long?" "Why can't we..." "What if ..." Difference makers are not going to be satisfied with a "that's the way we've always done it" mentality.
2) They See How Things Work
Difference makers look at work in ways that others haven't. They recognize the importance of seeking to understand the work from the recipient's point of view. This perspective allows them to better tailor their deliverables for the recipient.
3) They Have "Out of Network" Conversations
Difference makers regularly talk to people outside their immediate network of friends and associates. They understand that their immediate networks have a high correlation with similar contacts who might look at issues through similar lenses or experiences. By going outside of their network, difference makers will build on the ideas that result from this variety of perspectives.
4) They Improve Things
Difference makers are always looking to develop new techniques and strategies, to optimize processes or products. For a difference maker, there are always possibilities. "Good enough" is never good enough.
5) They Take Ownership
Difference makers don't pass the buck or hold the belief that something is "not my job." Difference makers get great pleasure from the sense of accomplishment. This feeling inspires them to take on even more difference-making endeavors, and the upward-spiral continues.
In conclusion, a great attitude is only one characteristic of a difference maker.
Next up is a discussion about another defining characteristic of a difference maker: Grit.
In the meantime...
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About the Author:
Dave Bookbinder is a Director of Valuation Services at GBQ Consulting where he helps his clients with the valuation of businesses, intellectual property, and complex financial instruments. More than a valuation expert, Dave is a proactive problem solver who consults with companies of all sizes, both privately held and publicly-traded. Dave strives to lend his business experiences to help people with a variety of matters. For more about Dave, visit his LinkedIn profile.
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