The book Multiplier was written by Liz Wiseman. This book helps us in becoming more effective leaders by highlighting our team’s assets and dealing with leaders who drag everyone down. Multipliers urge us to evaluate the two leadership styles and decide which one we wish to be.
The two types of leaders are the Multipliers and the Diminishers. Multipliers encourage others to flourish. Diminishers stifle growth by setting a bad example and draining drive from the team. Wiseman teaches how to deconstruct each leadership style. Also to determine which sort of leader you are, and take measures to become a Multiplier.
Liz Wiseman describes the fundamental characteristics of a Multiplier leader and how to become one in her book. If you have a Diminisher boss, you’ll also learn how to deal with him.
Do you know how to lead effectively? Strong leaders have the ability to attract and push talented people. They have the ability to help people reach their full potential. This is by providing opportunities for constant learning and pushing their limits. They’re candid and open to sharing ideas, as well as investing in the success of others. By increasing their abilities, excellent leaders get the most out of their teams. Liz Wiseman highlights attributes that are common among effective leaders in her book. She refers to these leaders as Multipliers. It’s because they bring out the brilliance of their team. It allows them to accomplish more than their individual parts. So, if you want to learn how to be a Multiplier, a good place to start is by asking yourself, “How could I inspire someone today?”
A Multiplier was compared to a Magnet by the author. It may sound strange, but she explains that a magnet draws other things to itself. And if a human acts like a magnet, it will attract talented people instead of just encouraging them. Multipliers who engage in four important actions that help them grow as multipliers and establish a strong team become talent magnets. It all starts with a search for talent. They don’t simply look for people with college degrees. This is what most companies look for. But they also look for people with the talent and abilities that make them the best candidates for the job. This might also acknowledge that, even if they struggle in a standard office job, they can flourish in areas where they are enthusiastic. All they need to do is find a position that matches their skills.
Following your recognition of atypical types of talent, you must work closely with your team members. This is to determine what comes naturally to them or what aids them in achieving their own unique flow. And by flow, she’s referring to the psychological state we get when we’re doing something that feels so natural to us. That we don’t even have to think about it. Work with them to help them improve their abilities.
You can do so by moving on to the following phase. This is to place them in a position that best suits their abilities. This is crucial because it will prevent you from making the typical mistake of misallocating talent while forming a team. We’ve all been there, given a task that isn’t a good fit for our abilities. A great Multiplier understands that this is not only unsatisfactory for the individual. It is also a waste of talent. So, take the time to get to know each team member. Assign them to the job that best suits their abilities, and you’ll end up with a happier workplace. This will also result in more successful projects.
Finally, Multipliers remove roadblocks that are impeding their employees’ progress. Empower your staff in the most efficient manner possible. Praise your staff for their strengths. This will motivate them to work more, and who doesn’t want to be recognized by their leader?
The Worst Kind of Diminisher
Some people are born with the ability to be a Multiplier. But they also have the tendency to be Diminisher, and they must be cleansed. Some were auto-diminishers who deteriorated over time. A Tyrant is the most dangerous type of diminisher.
These are the managers who are persistent in their criticism, who appear to derive sadistic pleasure from berating their people, and who lack empathy. Without a doubt, they are the most challenging to work for.
Where there are Tyrants, there are also Liberators. These are the super-Multipliers. They take satisfaction in not supporting others in their development but also in creating an environment where positive pressure motivates people. This is to bring their A-game and become better than they were previously. And, what’s more, anyone can be a Liberator! Even though you started out as a Tyrant, you may learn to become the polar opposite. You can do it by using the three strategies. These tactics are built on the steps of being a Multiplier. So make sure you’ve already mastered the foundations!
If you do that, you can focus on being a super-Multiplier by providing individuals room to work. Make sure you’re not hindering your employees’ development, especially if you’ve already identified their skills and the jobs that are most suited to them. Micromanaging, for example, might happen unintentionally. Even if you need to know everything there is to know about each task, don’t insult their intelligence by suggesting you can do it better. If there are any difficulties, talk to them respectfully. Always show them that you trust and value their opinion.
After you’ve established a climate of respect and progress, the next stage is to establish a culture of excellence. You can do this by removing the threat of failure from your employees’ work environment. When people are motivated by fear, they rarely produce their best work. Yes, they complete the work, but this does not allow them to succeed and progress. They complete the task out of terror. You must demonstrate to them that failure is unavoidable and that it is acceptable. This approach will enable them to test their limits, learn, and progress. Showing them that failure is an opportunity to learn will allow them to be inspired rather than driven by fear.
Explain to them that making errors is fine as long as they help you improve. Remind them that you value their development. And you want them to flourish while working with you. Honest mistakes that help them learn can help them overcome the fear they’re feeling. Show your team that making a mistake is okay in a culture that promotes excellence without fear of failure especially if it was an honest mistake and a learning opportunity. Your employees will know what to do and what not to do next time if they make a mistake. In addition, reminding them of the opportunity to learn from their mistakes would make them grateful. This will also drive them to succeed.
Nobody gets it right the first time they try something in life or in leadership. Some leaders bring out the best in others, while others try to keep it hidden. According to the author, there are two forms of leadership: multipliers and diminishers. Both of these have extreme types. The multipliers, sometimes known as super-Multipliers or Liberators, and the Diminishers are Tyrant. There is always room for progress in each of these sorts of leaders.
Ask yourself, “How can I inspire someone today?” to realign your thinking to that of a Multiplier. Understand the important techniques of being a Talent Magnet and a Liberator. This will assist you in creating a company culture that emphasizes positive reinforcement and encourages everyone to strive for greatness without fear of failure.
About the Author
Liz Wiseman is a researcher and executive advisor who teaches leadership to executives around the world. She is the author of New York Times bestseller Multipliers: How the Best Leaders Make Everyone Smarter, The Multiplier Effect: Tapping the Genius Inside Our Schools, and Wall Street Journal bestseller Rookie Smarts: Why Learning Beats Knowing in the New Game of Work.
She is the CEO of the Wiseman Group, a leadership research and development firm headquartered in Silicon Valley, California. Some of her recent clients include: Apple, AT&T, Disney, Facebook, Google, Microsoft, Nike, Salesforce, Tesla, and Twitter. Liz has been listed on the Thinkers50 ranking and in 2019 was recognized as the top leadership thinker in the world.
She has conducted significant research in the field of leadership and collective intelligence and writes for Harvard Business Review, Fortune, and a variety of other business and leadership journals. She is a frequent guest lecturer at BYU and Stanford University and is a former executive at Oracle Corporation, where she worked as the Vice President of Oracle University and as the global leader for Human Resource Development.
Source: Wiseman Group
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Books by the Author
- Multipliers: How the Best Leaders Make Everyone Smarter
- Rookie Smarts: Why Learning Beats Knowing in the New Game of Work
- The Multiplier Effect: Tapping the Genius Inside Our Schools
- The MVP Mindset