The Multiplier Effect. HOW THE BEST LEADERS MAKE EVERYONE SMARTER. Liz Wiseman. The Wiseman Group. @LizWiseman. Follow Liz on Twiter: @Liz Wiseman. Join our Learning Community on LinkedIn: htp://chrisfalgocaput.cf Take our Free Accidental Diminisher Quiz at: htp://chrisfalgocaput.cf “Multipliers” inspire boundless productivity from their workforce. Liz. Wiseman and her colleague and primary contributor Greg McKeown show you how.
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Multipliers: How the Best Leaders Make Everyone Smarter. Home · Multipliers: How Author: Liz Wiseman Lagrange multipliers and optimality. Read more. Wall Street Journal BestsellerA thought-provoking, accessible, and essential exploration of why some leaders (“Diminishers”) drain capability and intell. By: Liz Wiseman, Author, Multipliers: How the Best Leaders Make Everyone Smarter Multipliers include: 1) Talent magnets who attract and optimize talent; .
While Multipliers do many of the same things as Diminishers, the book takes us through the 5 things Multipliers do very differently:. Multipliers are often viewed as the best boss to work for. They consider the role of the person at the top a genius maker rather than themselves a genius.
As a result they attract the best talent through word of mouth. Diminishers look to build teams of the best talent, but only to make themselves look good. Once within their team, talent is stunted. Talent Magnets ignore org charts. What do people do exceptionally well, easily, and freely without condition? People may not be aware of their own genius.
Although they removing blockers, Multipliers are not overprotective of their team such that they no longer have room to tackle their own problems and grow. They liberate their team and create a safe environment for them to perform at their best, rather than operating a tyrannical rule that demotivates and closes people down. Multipliers still place great demands on their teams, pushing them to achieve their best.
But they do so in a way that creates safety and opens people up. Rather, they provide just enough information to provoke thinking, and help people discover and see the opportunity for themselves. They initiate a process of discovery.
Multipliers know that even when they have a clear view of the future, simply seeding the opportunities can result in bigger, better outcomes. They may decide efficiently with this small group, but leave the wider organisation in the dark to debate the soundness of the decision instead of executing it. In this way, Diminishers under-utilise the intelligence around them, and leave the organisation spinning rather than executing.
Multipliers first engage people in debate around decisions up front. Well, you can still become a Talent Magnet through these three steps. First, identify the specific way your teammates are smart, and let them and the rest of the team know.
When high school rugby coach Larry Gelwix saw that a player was impressively fast, he made sure that the player, and the rest of the team, was aware.
Next is to put teammates in a position that allows their talent to shine. Multipliers Key Idea 3: Tyrants create a stifling tension, while the Liberator creates an intense but inspiring workplace. One well-known Tyrant is Timothy Wilson, a famous props master in Hollywood.
Wilson had a reputation for criticizing his staff so relentlessly that few are willing to work with him. Staying in Hollywood, we can see the Liberator represented by Steven Spielberg.
Spielberg is often touted as being able to get people to do their best work. This is because he creates a high-pressure atmosphere in which people want to rise up and do their very best work in an effort to make something great. You can start being a Liberator by following three key practices. First of all, give people room to work.
Take a step back and allow your team to do its job, rather than constantly offering your own input. Spielberg knows every job on his crew backward and forward.
But instead of persistently offering suggestions, he gives everyone the space they need and trusts in their expertise. He always encourages experimentation. As long as his teams do the best work possible, he never punishes them for a bad outcome. Thanks to this healthy environment, Bloom Energy has been able to innovate across multiple complex technologies. This leads us to the third practice, which is making sure your team knows that they can make mistakes, so long as they learn from them.
The former general manager of education business at Microsoft, Lutz Ziob, would never avoid owning up to his mistakes. In fact, he made a point of demonstrating how he learned from them and encouraged others to take risks and try things out. Similarly, he also encouraged feedback. For example, when an employee took Ziob aside to tell him he was overbearing during certain meetings, he appreciated the feedback and asked the employee follow-up questions so he could improve his demeanor.
So, to embrace your inner Liberator, give space by offering fewer opinions.
Multipliers Key Idea 4: The Challenger pushes their team to new limits without barking orders. When Matt McCauley practiced pole vault at college, he kept a bar nearby that was always set at the world record, so he knew where his goal was.
First, avoid telling someone where to go or what to do.
Instead, point people in a specific direction, where they can develop their own ideas. Rather than explaining where help was needed, she took people to visit poor neighborhoods to see the conditions firsthand. Then, they could come up with solutions on their own.
Leadership lessons from “Multipliers” by Liz Wiseman — Book Summary
Second, help your team define challenges. Rather than barking orders, Challengers ask questions and pose challenges to people so that they may set the appropriate goals. He then turned to his team and asked each person what they could do to help reach this goal. The final and most important practice is to inspire belief in the possibility of reaching the goals. His can-do attitude gave everyone the enthusiasm needed to make their own goals seem achievable.
According to Time magazine, George W.
Tapping the Genius Inside Our Schools
This is typical behavior of another type of Diminisher, the Decision Maker. The other side of this coin is the far better manager: the Debate Maker. This model is exemplified by the Dutch police chief Arjan Mengerink.
Fed up with the traditional top-down hierarchy that had led to numerous failed initiatives, Mengerink reorganized his police force by following three key Debate Maker practices. The first practice is to carefully prepare the issues to be debated so that they can be clearly presented to the staff.
The second is to spark an engaging and thorough debate that offers a wide variety of voices and opinions. Mengerink did this by inviting members of the police force from every department and level within the organization to take part in the debate.
This included police agents, secretaries, lawyers and captains. He also made it clear that both agreements and disagreements were welcome.
The third practice is to make sure that a strong decision is reached in the end. After the details of the debate or discussion are recorded, a decision has to be made by the leadership or through delegation in a way that makes the outcome clear to everyone. This way, it is readily apparent how the process led to a definitive conclusion.
They had a stake and belief in the process and thus understood the result. So, to take on the role of the Debate Maker, you need to set up comprehensive debates. Multipliers Key Idea 6: Diminishers micromanage people, while the Investor empowers them with ownership and resources.
Many managers and coaches are Diminishers because of how they micromanage their teams to the point that they become wholly dependent on leadership.
Dolan was so controlling over every action his team made, that when it came time to compete on the field, the players were unable to think without him and lost every game. The better method is to be an Investor by following these three key practices: First, clearly define the ownership stake your team members have.
Make sure everyone on your team knows exactly what they are in charge of and responsible for. Think of it as giving the team 51 percent of the vote, so they have final control. Second, make sure those with responsibilities have the resources they need to succeed.
If someone needs a support team to meet his goal, make sure he gets one. You can assist if necessary; otherwise, let him learn on his own. Third is to ensure that these people are held accountable.
If you make someone responsible, make sure she knows that the results are up to her. If you take her pen to make an adjustment, make sure you return the pen immediately afterward.
Once the captains agreed to take on this responsibility, Gelwix confirmed the expected results and that he would be checking in on those results in a few weeks. When the captains asked for some detailed information on different fitness regimens, Gelwix made sure they got what they needed. And when all was said and done, the team won the national championship, capping off an undefeated season.
Multipliers Key Idea 7: Even well-meaning bosses can be accidentally diminishing, so awareness is key.
Since Marcus was relatively new to his role, Sally was eager to guide him by providing a constant flow of instructions and feedback. In her research, the author has found many Accidental Diminishers like Sally. They come in many different forms and often come from a place of good intentions. Another version is the Optimist, which the author, Liz Wiseman, can sometimes slip into.Lay out a path.
Idle cycles in the organisation as people wait to be told what to do or to see if the boss will change direction again. Next is to put teammates in a position that allows their talent to shine.
One manager had a senior boss who would routinely interfere at important meetings, so she invited him to one and asked him to kick the meeting off before letting her take the lead. People may not be aware of their own genius. Third is to ensure that these people are held accountable. When Diminishers do actually engage others, they want to verify that people understand what they know. First, identify the specific way your teammates are smart, and let them and the rest of the team know.
Give ownership for the end goal.
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