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://mtn-i.info Take our Free Accidental Diminisher Quiz at: htp://mtn-i.info “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; .
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. 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. 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.
But it led her colleague to eventually tell her that this continual optimism was actually undermining the genuine difficulty of their project. By making a challenge tangible and measurable, you allow others to visualise the end result and communicate the confidence that the organisation has the collective brainpower required to accomplish it. Ask the hard questions. Diminishers give answers. Good leaders ask questions. Multipliers ask the really hard questions. They ask the questions that challenge people not only to think, but to rethink and learn new things in order to answer the questions.
Let others fill in the blanks. By asking the hard questions and inviting others to fill in the blanks, you are shifting the burden of thinking onto your people, for them to understand the challenge, get intellectually engaged, and find a solution. You have to take them down the pathway that it can be done — and why. Lay out a path. Make the impossible seem possible by suggesting a plan. With this insight, the team can visualise a path toward an implementation program. Co-create the plan.
When people create the plan that they will eventually implement, they understand the challenge ahead and know what actions would be necessary to achieve it. Orchestrate an early win. Multipliers begin with small, early wins and use those to generate belief toward the greater challenges ahead. This way, the weight shifts and the organisation is willing to leave the realm of the known and venture into the unknown.
Showcase what you know.
Diminishers consider themselves thought leaders and readily share their knowledge; however, they rarely share it in a way that invites contribution. They tend to sell their ideas rather than learning what others know. Test what you know. When Diminishers do actually engage others, they want to verify that people understand what they know. They ask questions to make a point rather than to access greater insight or to generate collective learning. Tell people how to do their jobs.
Rather than shifting responsibility to other people, Diminishers stay in charge and tell others — in detail — how to do their jobs. They give themselves permission to generate both the questions and the answers. Debate Makers Multipliers engage people in debating the issues up front, which leads to sound decisions that people understand and can execute efficiently.
On the other hand, Decision Makers Diminishers decide efficiently with a small inner circle, but they leave the broader organisation in the dark to debate the soundness of the decision instead of executing it. Define the question.
The work of the Multiplier is to find the right issue and formulate the right question, so others can find the answers. A few ideas:. Create safety for best thinking. Encourage others to take an opposing stand. Allow all points of view, even the unpopular ones. Depersonalise the issues and keep it unemotional.
Look beyond job titles. Demand rigour. Ask questions that challenge conventional thinking. Challenge the underlying assumptions. Ask for evidence in the data. Attack the issues, not the people. Equally debate all sides of the issue. Re-clarify the decision-making process.
Summarise the key ideas and outcomes of the debate, giving people a sense of closure and what to expect next. Address these questions:.
Make the decision. Multipliers generate and leverage collective thinking, but they are not necessarily consensus-oriented leaders. They may seek the full consensus of the group, but they are equally comfortable making the final decision.
Communicate the decision and rationale. Close by helping people understand what is expected of them and why, so they can prepare to execute the decision at hand. Raise issues wrongly. Dominate the discussion. When issues get discussed or debated, Diminishers tend to dominate the discussion with their own ideas.
Force the decision. Rather than driving a sound decision, Diminishers tend to force a decision, either by relying heavily on their own opinion or by short-cutting a rigorous debate. Investors Multipliers give other people the investment and ownership they need to produce results independent of the leader. On the other hand, Micromanagers Diminishers manage every detail in a way that creates dependence on the leader and their presence for the organisation to perform.
Name the lead. Clarifying the role that you will play as a leader actually gives people more ownership, not less. They understand that they hold the majority ownership position and that success or failure depends on their efforts. Give ownership for the end goal. When people are given ownership for the whole, not only for a piece of something larger, they stretch their thinking and challenge themselves to go beyond their scope. Stretch the role. Stretching the role stretches the person in it.
This bigger role creates a vacuum that must be filled, accelerating the growth of the person. Teach and coach. You are teaching by helping your team solve real problems. It has to be Socratic. You ask the question and tease out the answer. Provide backup. Give it back. You can figure this out. Expect complete work. Multipliers never do anything for their people that their people can do for themselves. Respect natural consequences.
By providing the possibility to fail, these leaders give others the freedom and the motivation to grow and succeed. Make the scoreboard visible. When the scoreboard is visible, people hold themselves accountable and get reminded of the bigger picture. Maintain ownership. When they delegate, they hand out piecemeal tasks but not real responsibility.
Jump in and out. Micromanagers hand over work to others, but they take it back the moment problems arise. This way, not only do they end up doing all the work, but they rob others of the opportunity to use and extend their own intelligence. There are natural consequences to our mistakes and good decisions alike. To let nature teach, try these steps:. Put the problem back on their desk and encourage them to stretch themselves further.
When you see your team members struggling, offer help, but have an exit plan in mind symbolically giving the pen back. Statements that signal that you are handing back the pen:. Lean In by Sheryl Sandberg. Start With Why by Simon Sinek. Drawing on a wide range of real-life stories, Sinek weaves together a clear vision of what it truly takes to lead and inspire. This book is for anyone who wants to inspire others or who wants to find someone to inspire them.
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