Being a good leader is an art, but being a Multiplier is a masterpiece. In her book ‘Multipliers,’ Liz Wiseman redefines leadership with a template that doesn’t just manage teams but grows them exponentially. A Multiplier is someone who extends the capabilities of those around them. They see genius in everyone, believe in inclusivity, and have the ability to amplify the intelligence and talents of the people they lead.
This post will not just explain what a Multiplier is, but also map out a tangible roadmap for you to join this powerful leadership revolution that will transform how you lead, work, and behave. This article is the final installment of a four-part series on Multipliers, which started with a book review on the said topic: Multipliers: How the Best Leaders Make Everyone Smarter
What Defines a Multiplier?
Before you become one, you must understand the core traits of a Multiplier.
A Multiplier:
Instills a sense of ownership and accountability in their teams.
Recognizes and challenges their team, pushing everyone to perform at their peak.
Attracts and retains the best talent, as people fight for positions on their teams.
Creates an intense work environment, requiring everyone’s best thinking and work.
The good news is being a Multiplier is not something that just comes naturally, or something that you are born with; it is an acquired skill. It is a shift in mindset that anyone, from a seasoned manager to a newly-appointed team leader, can develop by following these five steps.
Your outlook shapes outcomes. A Multiplier begins with a set of assumptions, which underpin their actions. They view people as smart and having the potential to figure things out, which leads to trusting employees and empowering them to make decisions. Trust is the foundation of this leadership concept.
Empowerment and Its Effects
Hand over the reins, and watch your team members flourish! Empowerment is not just a word; it’s a decisive action that fosters growth. Some organizations have encouraged leaders to practice JOMO (Joy Of Missing Out). As a leader, this means you do not have to be present for every single meeting, nor do meetings have to revolve around your schedule. Many day-to-day decisions can be made by the team without your guidance or approval. This helps develop autonomy and accountability from the team members.
Multipliers don’t try to be good at everything; they work on talent extremes. They neutralize team members’ weaknesses and magnify their strengths, knowing that a strength left undeveloped is just as harmful as a weakness.
Neutralizing Weakness
Recognize the areas where your team members might struggle and provide support and training. This act of care can prevent these weaknesses from undermining the team’s overall performance. Providing skills development or retraining on technical and/or soft skills will help.
Magnifying Strengths
Identify and invest in the strengths of your team members. When you capitalize on their strengths, it propels the team forward. Leverage your team’s strength and supplement with external experts to coach or mentor the team to develop organizational capabilities.
Being a Multiplier involves pushing boundaries. Encourage your team to innovate. Run small experiments within your projects and teams and see how they flourish.
Small Experiments, Big Potential
Engage in calculated risk-taking. Small-scale initiatives with a controlled impact can lead to unexpectedly significant positive outcomes. By starting small and focusing on manageable projects, you can achieve remarkable results. Challenge your team to identify areas for improvement, like streamlining the employee onboarding process. Begin by refining your own team’s procedures to demonstrate success within your control. If these strategies prove effective, inspire other leaders in the organization to adopt them. Involve your team every step of the way to foster leadership growth and ensure a seamless transition as the initiative scales up.
Being a Multiplier is not a solo mission. You’re still part of the team. Ask for help. Collaborate. Support each other.
The Power of Collaboration
Your network is your biggest asset. Working and solving problems in a team often leads to far superior results than working in isolation.
Creating a Supportive Culture
Foster an environment where asking for help and feedback is encouraged, not seen as a weakness. This collaborative culture leads to better communication and innovative solutions. It also helps minimize the risk of you unintentionally developing into an Accidental Diminisher. See our third installment blog of our four-part Multiplier series for more details: The Thin Line: Leading without Diminishing
Becoming a Multiplier takes time. It means addressing deep-rooted assumptions and creating new habits that encapsulate the Multiplier mindset.
Addressing Assumptions
Dissect your everyday actions and decisions. Are they aligned with Multiplier or Diminisher behaviors? Be willing to change your approach as needed.
Overcoming Setbacks Efficiently
Setbacks are part of the learning process. Accept that you will stumble. It’s how you recover from these episodes that define your leadership.
Building a Multiplier Culture
What’s after these five steps? Well, a Multiplier movement isn’t just about individuals behaving in this way; it’s about establishing a culture that perpetuates these values across the board. To establish a Multiplier culture, there are several cultural elements that you must focus on.
Common Language Develop phrases and terminology that bind your team. This shared language cements the group identity and sets expectations.
Learned Behavior It’s not enough to talk the Multiplier talk; leaders must teach their teams these skills. Incorporate Multiplier thinking into your training and development programs.
Shared Beliefs Shift the organizational mindset. Shared beliefs hold the team together and guide their actions.
Heroes & Legends Identify and celebrate moments when individuals display Multiplier behavior. This fame not only motivates the individual but provides clear examples for others.
Rituals & Norms Establish non-negotiables for Multiplier behavior. Make them part of your culture’s DNA.
The same cultural elements are exhibited in popular movements and programs such as AA (Alcoholics Anonymous) – a structured program designed to guide individuals on the path to recovery from alcoholism. Rooted in a set of principles and a twelve-step process outlined in their ‘Big Book’, AA fosters unity through shared beliefs, regular meetings, individual sponsors for support, and the power of storytelling. Across the globe, consistency reigns as members come together in harmony to support each other on their journey to sobriety.
To become a Multiplier, be bold enough to trust and empower your team, support individual growth, and be a pioneer in creating a Multiplier culture. It’s more than leadership; it’s a legacy of growth and excellence. So, embrace the Multiplier mindset and watch your team rise to new heights!
Conclusion
In this post, we’ve explored the characteristics of a Multiplier leader and how anyone can adopt this mindset if you put your mind to it. It begins with shifting assumptions about people’s abilities and developing a deep trust in their potential. A Multiplier focuses on magnifying strengths and neutralizing weaknesses while encouraging experimentation and collaboration. They also prepare for setbacks and continuously work towards creating a Multiplier culture within their organization.
By embracing these steps and principles, you can become a more effective leader and empower those around you to reach their full potential. It’s time to unleash the Multiplier within you and create a lasting impact as a leader. Embrace the Multiplier mindset and see the transformation in yourself and your team. Remember, leadership is not about being the best; it’s about making those around you better.
Just like a vine overshadowing a sprout, well-intentioned leaders can inadvertently hinder their team’s growth and autonomy, becoming unintentional barriers to success. In Liz Wiseman’s “social,” these leaders are identified as Accidental Diminishers. Dive into the third installment of our Multiplier (by Liz Wiseman’s book) series for insights on avoiding this common pitfall. Find our first two articles from our Multiplier book series here: Book Review: Insights into Multipliers and Evolving Towards Being a Multiplier Leader.
Accidental Diminishers and Their Many Faces
Accidental Diminishers come in various forms, each distinct in how they unintentionally shadow the potential of those they lead. Gain insight into their manifestations in the workplace and everyday situations.
The Idea Guy
Excitement for innovation is the hallmark of The Idea Guy. They provide their ideas hoping that it will trigger others to contribute their ideas as well. Instead, this leads others to shut down and curl up.
As an agile coach, I often see top leaders unknowingly overshadowing their team’s voices. A true leader encourages diverse perspectives and empowers their team to explore different angles. Instead of always being the first person to share an idea, try fostering a culture of shared decision-making through collaborative brainstorming sessions where everyone has a voice and ownership in the process.
The Always on
The Always on are always engaged. They bring brilliance and a rigorous presence to the room, spilling out a continuous stream of energy with hopes that others follow. Yet, their very brilliance often overshadows others, filling the room until there’s little air left for others to breathe their own creativity.
Effective workplace leaders maintain high engagement by being accessible to their teams at all times. While their intentions are good, this constant availability, such as responding to emails at 1am, or promoting your own availability without any offline/downtime hours, can inadvertently create pressure for team members to match the leader’s schedule. This may result in sacrificing personal time, ultimately leading to burnout if sustained long-term.
The Rescuer
With the noblest of intentions, The Rescuer abhors the sight of struggle or failure in their teammates. Yet, it is through these very struggles that growth takes root. By swooping in prematurely, this leader ensures their team’s wings remain underdeveloped, and they are unable to truly soar to heights of their true potential.
Imagine a parent always stepping in to assist their child, like picking them up when they stumble or giving them the answers to their homework. My child’s algebra teacher once suggested a different approach to parents. Rather than just giving the solution to algebra problems, ask your child about their understanding of the problem, brainstorm ideas together, and explore potential solutions. This strategy fosters problem-solving skills that are crucial not only in math but also in future careers. Encourage independence and critical thinking for long-term success!
The Pacesetter
The one exemplifying the organization’s values and setting the standard of achievement often sprints ahead, believing they accelerate progress. However, The Pacesetter may not see the team lagging behind, breathless and struggling to keep up, reduced to mere spectators in a race they once ran together.
In “Multipliers”, Wiseman shares her own experience as an unintentional diminishing leader with her own son. She used to have short sprinting races with him. On some occasions, she would dash off with her adult pace and be ahead, but only to find out that her son had quit trying early on. By understanding the importance of setting the right pace for your team, leaders can prevent demotivation and foster growth effectively.
Note to those dealing with Accidental Diminishing leaders: Transforming by Understanding and Collaborating
Encountering an Accidental Diminisher is not an end; rather, it is an opportunity veiled as a challenge—a chance to transform interaction into a positive one. Rather than harboring judgment or confrontations, foster cooperation. When diminishing behavior surfaces, empower yourself by choosing your response wisely.
Embrace curiosity as your guiding light: Resist the temptation to vent frustration or give up entirely. Recognize that Diminishers often have no idea of their impact.
Reconstructing Perceptions: seek to understand their point of view and employ active listening, thus opening doors for communication rather than confrontation.
Embrace potential outcomes: Show trust, and respect, and leave room for individual expression in their reactions and the time for the leader to adjust their behavior based on feedback from you and/or the team.
The Rapid Responder
Valuing agility and swift action, The Rapid Responder jumps on challenges, troubleshooting with speed. Sadly, this can lull the team into a sense of lethargy, trusting that ‘someone is on it’, thus depriving them of the initiative to act.
Take this scenario as an example: whenever a problem or issue is brought up, the more senior team members immediately provide a solution or explanation. This does not necessarily help create organizational capability/growth because the more junior team members are not challenged or triggered to analyze and come up with their own ideas to solve or explore the problem. It creates a reliance on the senior team members, who tend to become bottlenecks because the team ends up relying on their expertise. For leaders or more senior team members, it is ok to allow for those awkward silences in a team discussion. This gives the more junior team members, or people other than the leader, to digest the information and formulate their own thoughts.
The Optimist
Valuing agility and swift action, The Rapid Responder jumps on challenges, troubleshooting with speed. Sadly, this can lull the team into a sense of lethargy, trusting that ‘someone is on it’, thus depriving them of the initiative to act.
Take this scenario as an example: whenever a problem or issue is brought up, the more senior team members immediately provide a solution or explanation. This does not necessarily help create organizational capability/growth because the more junior team members are not challenged or triggered to analyze and come up with their own ideas to solve or explore the problem. It creates a reliance on the senior team members, who tend to become bottlenecks because the team ends up relying on their expertise. For leaders or more senior team members, it is ok to allow for those awkward silences in a team discussion. This gives the more junior team members, or people other than the leader, to digest the information and formulate their own thoughts.
The Protector
Safety is the primary concern of The Protector, shielding their team from the harsh political winds. In the shelter of their benevolence, team members remain fledglings, never learning to withstand the storms on their own.
I had once experienced the downside of having a well-meaning Protector manager. When that manager, who had expertly shielded me from the internal complexities and challenges of our organization, suddenly left, I was thrust into the fray with little preparation for what was to come. This abrupt transition left me unprepared for the realities of leading within a complex and bureaucratic organization. At one point, I thought to myself: “What did I get myself into?” The experience was a hard-earned lesson in the importance of broader organizational awareness and adaptability, serving as a good reminder of the delicate balance between protection and preparation in leadership.
The Strategist
Bold visions and compelling reasons to evolve are the fortes of The Strategist, whose plans shimmer with promise. Yet, sometimes, this leaves team members on the sidelines, second-guessing rather than proactively spearheading change.
Meet Eddy, the powerhouse behind her organization’s Digital Transformation (DT) initiative. Under immense pressure to accelerate the Time-to-Market process for software delivery, he took charge and orchestrated the entire strategy himself. To execute the strategy, Eddy assigned tasks and activities to the teams thinking that it will move the process faster. As the sole decision-maker for all activities within the DT initiative, when Eddy was away or unavailable to answer questions, the initiative came to a halt as the team awaited his return.
The Pefectionist
Lastly, The Perfectionist aspires to refine their team’s output to flawless gleams but may inadvertently rub away their confidence. The crushing weight of constant critique can drain motivation, leading to a hesitancy to try.
Everyone has the intention of doing a good job. On some occasion leaders can go as little overboard in providing feedback to the point of dictating or nitpicking: focusing on a report’s insight than worrying about the color of the charts, always incorporating a critique on the teams’ outcome, asking the team to incorporate your thoughts as what you think is the only standard for’what good looks like’. This can dampen the team’s enthusiasm and confidence, which discourages initiative and taking risks.
Unlock Your Potential: The Path to Empowering Leadership
Becoming a great leader is an ongoing journey of growth and development. It’s crucial to be aware of how your actions can inadvertently impact those around you. Strive to be a catalyst for intelligence and capability within your team. True leadership isn’t about hogging the limelight; it’s about shining it on others, helping them reach their full potential. It is your responsibility to ensure that your actions inspire, uplift, and empower others instead of stunting their growth.
The key lies in awareness. Seek feedback from others to gain insight into how your leadership style is perceived. Create a culture where team members feel comfortable providing feedback through various channels, including anonymously. By cultivating awareness and making a conscious effort, you can avoid, if not eliminate, accidental diminishing behaviors and foster an environment where everyone feels empowered and amplified.
Here’s to a future filled with impactful leaders, thriving teams, and positive change in the world. Join the Movement:
Does your organization have a feedback system in place?
How do you ensure all voices are heard without fear of reprisal?
What steps are you taking to continually improve as a leader?
Together, let’s embark on this empowering journey towards transformative leadership.
Welcome to the second installment of our Multiplier (by Liz Wiseman’s book) series. In case you missed it, find our book review here.
What is a Multiplier
Leadership has been, and will always be, a topic of fascination and debate. The traditional model of top-down control is being challenged by a new era of collaborative leadership that amplifies the collective intelligence within teams. Enter the era of the Multiplier leader: a visionary who not only adds value but also expands the capabilities and potential of their team members.
Understanding the Leadership Spectrum
Imagine a spectrum with two poles: on one end is the Diminisher, and at the other lies the Multiplier. The Diminisher believes that intelligence is scarce, a quantity they’ve cornered. They’re like black holes, creating a gravitational force that sucks the life and intelligence out of the room, leaving disengagement and stifled potential in their wake. Conversely, the Multiplier thrives on the notion that intelligence is abundant. They’re liberators and even when they seem to be the cause of a projection of intelligence, it’s actually everyone else’s genius that they are pulling out. They create an atmosphere where the team’s collective brainpower explodes into a beautiful fireworks display of accomplishment. Awareness of this spectrum is the first step, yet it’s not enough. You could spend your life charting where you think you stand, but it is action that truly moves you forward. Leadership, after all, is not a passive state; it is a continuous practice.
Multiplier vs. Diminisher
What does it take to be a Multiplier? Intentionality. This isn’t a switch you flip. It’s a conscious choice you make every single day.
Delve into the world of Multiplier Leaders with us as we unveil the 5 essential disciplines that set them apart. Learn how these leaders contrast with Diminishers and discover practical examples showcasing their distinct leadership styles in action.
Multiplier
Diminisher
Title
Talent Magnet
Empire Builder
Description
A leader who attracts and retains top performers. They have a keen eye for talent and take pride in developing a team of high achievers. They are not threatened by the intellect and capabilities of their employees; rather, they see it as a resource to be harnessed for the greater good of the organization.
The effect on the team is profound. Under the guidance of a Talent Magnet, individuals feel recognized and appreciated, which fosters an environment of creativity and engagement.
On the other side of the spectrum, we have the Empire Builder. This leader is more concerned with the size and perceived power of their team than with the actual performance and contribution of individual members. They may be great at accumulating talent, but they fall short in the utilization and development of that talent. They engender an environment of competition and insecurity, where individual contributions are undervalued. Ultimately, this approach leads to team members feeling underutilized and unappreciated.
Use Case: George has been a top performer at Lane Company at his previous position. He found himself moving to a new position to expand his horizons in the organization. But soon he found himself being disengaged and was considering leaving the company for opportunities elsewhere. What happened to George?
George started his career at Lane Company working for a Talent Magnet, Mandeep. Mandeep was very supportive and inspired George to continuously push himself to go beyond what he thought he was capable of. This allowed George to expand his horizons by taking on new responsibilities that George would normally have had to wait for years before he could do if he followed the company’s career growth roadmap.
By the time George moved to his new role , he found himself working with a manager who controlled all the work that goes in and out of the team. Every work that George implements requires his manager’s approval. George’s manager attracted him for being a top performer at his previous role, but did not provide the same support and opportunities as George’s previous manager. This stunted, if not regressed, George’s growth.
Title
The Liberator
The Tyrant
Description
A Liberator is a Multiplier who creates an environment where people are free to think, speak, and act with reason. They are adept at removing barriers that impede performance and provide the necessary space for creativity to flourish. This approach results in team members who feel empowered and are more likely to take risks and contribute fully to the organization’s success. One such example of a Liberator is Robert Enslin, the President of Global Customer Operations for SAP AG. He has been instrumental in dismantling the traditional hierarchical structure within his organization, creating a more inclusive and innovative space for employees to thrive.
Conversely, the Tyrant Diminisher creates an oppressive environment where control and fear reign. Team members under a Tyrant leader are less likely to voice their ideas or take risks, for fear of retribution. This approach stifles creativity and innovation and can lead to an exodus of talented individuals seeking a more supportive environment.
Use Case: The marketing team was assigned to prepare the presentation and activities needed to meet next month’s New Product Offering at the Tech Conference. Time is tight and there are many dependencies to implement.
As a leader, the Talent Magnet will ensure that the team understands the importance of the upcoming event and key deliverables that will consider this a success. The leader asks the team to provide their thoughts on the best approach and who would take ownership and responsibility to get the presentation and the product demo ready for the conference. The leader brings the team and allows them to brainstorm, design, and execute their plans. While the team is busy at work, the leader is responsible for removing any blockers that the team is experiencing to proceed with the work. Everyone contributes and takes a holistic approach to implementing the plan.
A Tyrant leader takes the reign upon hearing of the requirement. The leader provides the team his/her plan and his/her idea of how the team should execute the plan. This includes incorporating checkpoints to ensure that the leader assesses and approves any decisions and ideas before they can proceed.
Title
The Challenger
The Know-It-All
Description
A Challenger is a leader who constantly challenges their team to extend beyond their current capabilities. They do so by posing difficult questions and creating opportunities that require their team to stretch and grow. This approach not only pushes team members to achieve more but also instills a sense of collective purpose and direction. Challenger Multipliers understand that the best ideas often come from within the team, and they are willing to facilitate an environment where these ideas can be discussed and developed.
The Know-It-All leader is the opposite of the Challenger. They believe that they have all the answers and often dismiss the input of others. This diminishes the confidence and autonomy of the team and creates an environment where individuals are reluctant to share their thoughts or take initiative. Know-It-All leaders frequently stifle creativity and limit the potential of their teams by not allowing the brilliance of each team member to shine through. Their lack of humility and willingness to learn can create a toxic work environment that hinders growth and innovation.
Use Case: A scrum team, responsible for delivering software, continues to under deliver and carryover work. Management has placed more people and experts in the team hoping to remedy the problem. After a change in the team dynamics, the team started to consistently deliver on their commitments.
The team’s situation changed when the leadership in the team changed – selecting a new team lead from one of the senior team members. The new leader started by establishing team agreements to ensure that the team is aligned with their expectations on each members’ responsibility. This established accountability and ownership to all the team members, while respecting the authority of the new team lead.
The team had a Know-It-All leader, who solely relied on his own opinion – relying on his own ideas of what his team needed. Despite going through training, getting some coaching, and mentorship, nothing changed. For months, the team’s performance did not improve.
Regardless of what recommendations were provided, the leader had rebutted why others’ ideas would not work and that his recommendations are better.
Title
The Debate Maker
The Decision Maker
Description
Leaders who are skilled in debate-making have the ability to turn different perspectives into a powerful tool for progress. With their adeptness at framing issues, they ask the pivotal question of what problem should be solved and can thereby spark healthy discussions from all sides. By staying engaged, using comprehensive fact-based information, and educating those around them, they can drive towards sound decisions that positively impact the people involved. Debaters are able to utilize their resources thoughtfully, leading to efficient execution with much lower resource levels than otherwise required. Ultimately, the multiplier effect of such leaders allows healthy discussions to take place while bringing clarity to seemingly unresolvable issues.
As decision makers pursue their own vision and follow their instincts, they may inadvertently overlook the value of collective input and understanding. This approach can undermine the abilities of the team members and lead to underutilization of resources. While a select few may be overworked, others may be left wondering why they weren’t consulted. As a result, there may be a lack of important information from those closest to the action, resulting in a poorer decision. This can also lead to resource teams not having the understanding necessary to effectively execute these decisions. To improve decision-making, it is critical to value the input of all team members and to create a culture that values diverse perspectives and feedback.
Use Case: Following a recent round of layoffs, tension is high within the organization. Productivity has taken a hit as everyone reels from the news. The HR team is working diligently to address these concerns and implement support programs to help all team members navigate this challenging period and bounce back stronger than ever.
The HR manager takes a more collaborative approach by allowing the team to provide input and discuss opinions to promote the exchange of ideas. The manager usually promotes the divergence of ideas to identify the problem to be solved. And asks the team to help identify the best recommendation(s) to implement.
The HR manager ensures that everyone knows that she has the main authority to make decisions for the entire HR team. This is from the programs to implement and the types of training and workshops to conduct to help the organization bounce back. The team struggles to implement any idea as they have to wait on the HR manager to give her blessings before any activity can move forward. Status meetings run for hours since everyone needs to provide details to the HR manager. People just wait for their turns to give their updates and leave since they do not need to hear what others have to say since each person works in silos.
Title
The Investor
Micromanagement
Description
One of the most important things you can do is empower your team. This means giving them ownership in the projects they work on and trusting them to take charge of their own destinies. But ownership isn’t just about the end goal; it’s about giving your team the resources they need to get there. It’s about stretching their roles and investing in their growth.
Micromanagement is a common management style adopted by some leaders who want to maintain a high level of control over their team. However, this style can do more harm than good. Micromanagers tend to stifle their team’s efforts, leaving them feeling like their hands are tied under the weight of incessant and obsessive oversight.
Use Case: The company created an innovation program meant to fund ideas that anyone in the organization has to allow for a Proof of Concept (PoC ) or a Minimum Viable Product (MVP) to be built. The team that owns this program are expected to review, fund, and facilitate the completion of each funded idea’s PoC or MVP.
By adopting an investor leadership approach, the leader equips their team with necessary resources like funds, time, people, and space to bring their ideas to life. They set the vision for the innovation program and establish clear guidelines for its success. Acting as a coach rather than a team member, the leader is involved in activities such as:
Regular check-ins for feedback and questions
Hosting demo days to track progress with working prototypes
Offering support by identifying and addressing risks and dependencies faced by the team.
This investor leadership style empowers the team to thrive and excel in their endeavors.
In contrast to investors, micro-managers take similar steps but yield different outcomes due to varying communication and interaction styles. They provide resources but also exert control, closely monitoring team progress and insisting on their approval for any changes. This approach hampers creativity and productivity, creating a counterproductive work environment that hinders innovation.
Shifting to Become a Multiplier
To transition from a Diminisher to a Multiplier, leaders must embrace key shifts in their management approach.
A Multiplier mindset focuses on maximizing the talents of their team members.
Multipliers cultivate an inclusive and nurturing work environment by valuing diverse perspectives, promoting open dialogue, and fostering teamwork.
They empower their team members by granting autonomy and encouraging risk-taking, leading to innovative problem-solving.
Multipliers invest in team development through skill-building and recognition as a crucial aspect of their leadership approach.
The impact of Multiplier leadership is profound. These leaders drive engagement, productivity, and innovation. Their teams become adaptable and resilient to change, ensuring organizational success. Embrace the transformative power of becoming a Multiplier leader for long-term growth and prosperity. So, where do you fall on the leadership spectrum – as a Multiplier or a Diminisher?
The Road Ahead
In this installment, we delved into the world of Multipliers and Diminishers and created an awareness for leaders to lean towards the Multiplier side of the spectrum. Join us on a journey towards becoming a true Multiplier as we learn how to tap into your leadership potential and avoid unintentional pitfalls of the Accidental Diminishers.
As professionals climb the career ladder, leadership books become part of their essential toolkit. For those on the path of continuous learning and leadership refinement, “Multipliers: How the Best Leaders Make Everyone Smarter” by Liz Wiseman is a critical addition to your library.
Here’s why.
Introducing the Concept of a ‘Multiplier’
Wiseman introduces us to an empowering breed of leaders she coins ‘Multipliers’. These are the Genius Makers who apply their intelligence to amplify the capabilities and smarts of their teams. My key takeaway? Being a Multiplier is not about being the Genius; it’s about catalyzing others’ intellectual skill. Every organization could reap the benefits of nurturing such leaders.
The Multiplier Effect: A Transformative Approach to Leadership
It has been said that after meeting with the great British Prime Minister William Ewart Gladstone, you left feeling he was the smartest person in the world, but after meeting with his rival Benjamin Disraeli, you left thinking you were the smartest person. – BONO (Time, May 11, 2009 )
Supported by research from eminent psychologists, “The Multiplier” shows that intelligence can grow and express itself fruitfully in enriching environments. Thanks to Carol Dweck’s work on Growth Mindsets, Eric Turkheimer’s studies on intelligence shifts due to environmental changes, and Richard Nisbett’s findings on societal IQ evolution, we understand that leadership can have a profound effect on the cognitive growth of teams.
The core message that Wiseman presents—that Multipliers can extract twice the capability out of their resources—strikes a resonant chord within me. In my experience as an Agile Coach, I’ve seen the importance of unearthing the latent potential of the organization to drive outcomes and sustainable improvements.
The Vital Shift
The book drives home the distinction between ‘Diminishers’ and ‘Multipliers’, presenting it not as a binary set but as a spectrum where one can evolve toward being a Multiplier. Leaders must recognize the untapped intelligence in their teams and avoid the “being the smartest person in the room” approach that often stifles creativity and energy.
The Five Disciplines
At first glance, it may be hard to distinguish a ‘Multiplier’ leader from a ‘Diminisher’ leader. There are many similarities. Both have strong business acumen and are customer-driven. They also surround themselves with smart people and are often considered thought leaders in their own domain. However, Wiseman’s five disciplines —Talent Magnet, Liberator, Challenger, Debate Maker, and Investor—provide the clear distinction between a Multiplier, and a Diminisher.
For instance, the Liberating discipline, which gives team members the space to think, act and make decisions, struck a particular chord with me. It reminded me of times when fostering an open, innovative environment allowed teams that I coached to produce their best work. It’s a validation of the space Multipliers create for brilliant ideas to breathe and flourish.
Join the Multiplier Movement
For those captivated by the desire to seed their organizations with more Multipliers, Wiseman’s book is an invaluable collection. Whether you’re an executive coach, business leader, or a transformation champion, “Multipliers” offers you a timeless model.
The Road Ahead
In subsequent articles, we will dive deeper into the realms of Multiplier leadership. We’ll unpack the subtleties of the 5 Disciplines of the Multiplier, ‘Accidental Diminishers’, and navigate the transformative path to Multiplier enlightenment.
For those seeking to not just lead, but also magnify the wisdom around them, “Multipliers” by Liz Wiseman is a highly recommended read. It serves as a manifesto for those who are determined to spread intelligence throughout their professional journey. — Stay tuned as we delve into the dynamics of empowering leadership that uplifts the collective potential, rather than undermining it.
In case you missed it, we also reviewed Em Campbell-Pretty’s Tribal Unity, another great book that deals with building a strong team. Make sure to check it out!
I skate to where to puck is going to be, not where it has been”
~ Wayne Gretzky
In the world of business, disruptive strategies hold the key to success. But what does it mean to be disruptive or to embody the disruption mindset? Charlene Li, a well-known author of The Disruption Mindset, explains that it involves taking a bold leap and diving headfirst into uncharted territory even without guaranteeing success. This is similar to Alexander the Great’s mindset at the shores of Asia Minor, where he led his men to battle against the Persian Empire of Darius III. At the brink of this tremendous undertaking, Alexander addressed his men with a bold statement, “We will either return home in Persian ships or we will die here.”
This quote encapsulates the spirit of the disruptive mindset, which is characterized by a willingness to take bold action, confront adversity, and pursue greatness at any cost. It is about the courage to pursue new ideas and approaches even if they initially seem unconventional or unpopular. Ultimately, it’s about creating something truly innovative that has the potential to make a significant impact in the world of business.
According to the author, to bring about true transformation that disrupts an industry, one must not just focus on innovation. Instead, you must aim for a breakthrough that leaves a significant impact that drives growth and change.
To achieve this, Li shares three crucial elements:
Your strategy must be inspired by the needs and desires of future customers. It is about anticipating their demands and creating solutions that impress them.
Leadership plays a vital role in creating a movement of disruptors. Such leadership inspires others to become leaders, leading to a domino effect of innovation.
Your organizational culture must foster an environment where creativity and new ideas are welcome and where change and mistakes are seen as opportunities for growth and learning.
Element 1: Preparing for the Big Gulp Movement
Preparing for this transformative journey is not easy, and indeed, there will be difficulties. It is not uncommon for businesses to face significant hurdles along the way, including employee resistance, changing market conditions, and the need to invest heavily in new technologies or processes.
Li recommends you start with your strategy and ensure it follows a customer-centric approach. This means understanding your future customers’ needs and wants, which is vital to achieving disruptive growth.
This was clearly depicted in Adobe’s strategy in 2010 when Mala Sharma, VP of Product Marketing, decided to move Creative Suite from selling perpetual licenses to an online subscription-based model. This was a very new concept and disruptive to the organization and to the market. Not only was it going to change how they sold the product, but also it was expected to decrease revenue for a period of time. Upon launching the model, Adobe’s net income did decline for a few financial reporting periods. Nonetheless, Sharma and her team were successful in launching the model, reengineering the distribution channel, and increasing the company’s market share and trust. In the end, although Adobe’s net revenue decreased, its stock price skyrocketed.
To implement their transformation successfully, Sharma and her team employed these crucial steps:
Gather and analyze data to support your assumptions and ideas. Ensure that everyone understands the information.
Communicate and get everyone’s buy-in to work towards the same goals. This is crucial to make the strategy effective.
Commit fully to the objectives and do not look back. Much like Alexander the Great’s approach of burning the boats, the whole organization is committed to the goals and aligned to work towards the same objectives.
Element 2: Leading a Disruptive Movement
A good strategy relies on the collective effort of motivated change agents who drive and achieve its ultimate goal of disruptive growth. While a good leader can initiate a movement, it takes a truly exceptional leader to nurture and sustain it. As a leader, you must identify potential followers and cultivate them into future disruptive leaders.
Most importantly, it is crucial to establish a clear relationship with your followers. You should openly share their aspirations and concerns, actively engage with them, and consistently communicate to capture their interest and curiosity. By inspiring followers with a powerful manifesto, this movement gains momentum, motivating them to pursue tangible results and take decisive action.
Progress isn’t achieved by preachers or guardians of morality, but by madmen, hermits, heretics, dreamers, rebels, and skeptics.
~ Stephen Fry
Li developed four (4) archetypes of disruptive leaders as a guide into becoming effective drivers of change.
Steadfast Managers get things done with their team feeling empowered. People love working for them because they are great collaborators and communicators.
Realist Optimists are highly effective leaders who are open to change with strong leadership behaviors that empower and inspire others.
Worried Skeptics see the world as a glass-half empty and worry about all of the things that can go wrong. They excel at cleaning up the mess.
Agent Provocateurs are not afraid of change, they seek out change or new opportunities to improve and make things better.
Each of these archetypes can be used to help you better understand your leadership style, learn how to effectively work with other leaders, and develop future leaders in your organization.
Element 3: Change the Culture with the Disruption Operating System
Culture eats strategy for breakfast every day. ~ Attributed to Peter Drucker
As Li explicitly describes in her book, having a good strategy and exceptional leadership are not enough to drive disruptive transformation that leads to growth and change. It is essential to unlearn the bad behaviors and practices to make room for better ones. The author recommends adopting a flux culture operating system that is conducive to changing the culture for the better.
To change the culture, one needs to navigate the underlying beliefs and behaviors. This involves encouraging openness, empowering employees to act like owners, and embracing a bias for action. In addition, it requires a stable structure (backbone) that supports the process (lifeblood) and lore (soul) of the organization.
The author provides examples of how ING Netherlands adopted a new organizational structure of tribes and squads, much like the Spotify model, to create a more collaborative and decentralized structure. She also provided real life examples of how organizations, like Amazon, employ a ‘press-release from the future’ process to approve new initiatives where everyone takes the first few minutes of the meeting to read before initiating a discussion. Other organizations, like OXO (the global houseware manufacturer), employ lore, symbols and rituals to develop a strong bond and alignment across the team members. For example, OXO’s team members bring back to the workplace any lost glove that they find to visualize the different hands they are designing for. This ritual is a good reminder and helps them focus on the customers their products are made for.
These are all the building blocks that help create a stable culture operating system, which promotes creativity and allows value delivery to flourish, and ultimately, drive towards success. Every organization has their own unique intricacies. You can help your team develop your own flux culture and establish its own structure, process, and lore.
Let’s Take Action Now!
Disruptive movements are propelled by a disruption mindset. Mere talk is insufficient. It necessitates a commitment to action. As a leader, you hold the power to establish a compelling purpose and foster an environment that supports the arduous work required for success. Li highlights three essential elements to transform this vision into reality: a sound strategy, disruptive leaders, and a culture that encourages shedding detrimental habits and embracing new ones. It is crucial to ignite a movement that mobilizes your organization on this transformative journey. These elements are indispensable for sustaining momentum and achieving tangible outcomes: growth and change.
Are you prepared to unleash disruptive growth and change? Read the Disruption Mindset. Dive deep into these concepts and learn from the practical application of these ideas. And, embark on your own disruptive movement. There’s no time like the present.
