How come some leaders manage to make everyone around them smarter, yet other leaders seem to drain intelligence and capability out of people? I was recommended Multipliers by friend and Startups colleague Adam , who promised it taught him everything he knew about leadership and management. Indeed it turned out a fantastic read, although as with many books the core can probably be summarised in a single blog post. The book is based on 2 years of research into the defining characteristics and behaviours that separate great leaders from those who were viewed negatively by their teams, peers, and performance. After meeting William Gladstone, you left feeling he was the smartest person in the world; but after meeting his rival Benjamin Disraeli, you left feeling you were the smartest person in the world. Multipliers is based on the premise that any leader can be placed on a spectrum between two categories — Multiplier and Diminisher — and investigates the behavioural traits of these two types.

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We've all had experience with two dramatically different types of leaders. The first type drain intelligence, energy, and capability from the ones around them and always need to be the smartest ones in the room.

These are the idea killers, the energy sappers, the diminishers of talent and commitment. On the other side of the spectrum. On the other side of the spectrum are leaders who use their intelligence to amplify the smarts and capabilities of the people around them. When these leaders walk into a room, lightbulbs go off over people's heads, ideas flow, and problems get solved. These are the leaders who inspire employees to stretch themselves to deliver results that surpass expectations. These are the Multipliers.

And the world needs more of them, especially now, when leaders are expected to do more with less. In analyzing data from more than leaders, Wiseman and McKeown have identified five disciplines that distinguish Multipliers from Diminishers.

These five disciplines are not based on innate talent; indeed, they are skills and practices that everyone can learn to use, even lifelong and recalcitrant Diminishers. Lively, real-world case studies and practical tips and techniques bring to life each of these principles, showing you how to become a Multiplier too, whether you are a new or an experienced manager.

Just imagine what you could accomplish if you could harness all the energy and intelligence around you. Multipliers will show you how. Goodreads helps you keep track of books you want to read.

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Return to Book Page. Preview — Multipliers by Liz Wiseman. Greg McKeown. Are you a genius or a genius maker? On the other side of the spectrum Are you a genius or a genius maker? Get A Copy. Hardcover , pages. Published June 15th by HarperBusiness first published June 1st More Details Other Editions Friend Reviews. To see what your friends thought of this book, please sign up. To ask other readers questions about Multipliers , please sign up.

Does the author spend very much time talking about how to address working for a manager who is a diminisher? I get the multiplier and diminisher concepts, but want to find techniques and advice on how to handle a tough manager. Thanks in advance! Kristina Murri In the updated version of the book, yes. See 1 question about Multipliers…. Lists with This Book. Community Reviews. Showing Rating details. More filters. Sort order. Shelves: non-fiction , business , self-help.

This leadership book explores how to bring out the best work in others. There are a few good points, but overall I found it severely dull. There are many better leadership books. Much of the book is about creating an environment in which people willingly give their best thinking. I liked the distinction made between stress and pressure in Chapter This leadership book explores how to bring out the best work in others.

One feels stress when held to outcomes beyond their control. One feels pressure when reasonably expected to perform their best. Stress is negative, pressure is positive.

According to the authors, multipliers believe that people are smart and will figure things out. Personally, I feel that this depends on the people and situation. In any given case, the particular people may not be smart enough, or the situation may not have a feasible solution. Five Disciplines of the Multipler 1. Attract and optimize talent.

The Diminisher is an Empire Builder. The Multiplier is a Talent Magnet. Create intensity that requires best thinking. The Diminisher is a Tyrant. The Multiplier is a Liberator. Extend Challenges. The Diminisher is a Know-It-All. The Multiplier is a Challenger. Debate decisions. The Diminisher is a Decision Maker. The Multiplier is a Debate Maker. Instill ownership and accountability.

The Diminisher is a Micromanager. The Multiplier is an Investor. All capability can be leveraged with the right leadership. Therefore, intelligence and capability can be multiplied without increasing investment. Listen most of the time. Let others share what they know. Stress vs. Stress is created when people are expected to produce outcomes that are beyond their control. But they feel positive pressure when they are held to their best work.

His son feels stress. Tyrants pounce on those who make them. Liberators learn as much as possible from the mistake. Diminishers believe that pressure increases performance. Allow others to explore opportunities. Let others fill in the blanks. Protecting them stunts their learning. Real intelligence develops from trial and error.

View all 8 comments. Jul 16, Jonathan Lee rated it it was ok. Good grief. This should have been a ten page at best pamphlet or research paper. Instead, it was turned into over pages of making the same point ad nauseam. In addition, the personal stories were the most interesting part of the book, but even they got extremely repetitive.

After the first five or so stories that illustrated the exact same points, they all tended to blur together. Just read the first and last chapters and save yourself some time.


Multiplier instead of diminisher: how leaders can scale employee intelligence and capabilities

We've all had experience with two dramatically different types of leaders. The first type drain intelligence, energy, and capability from the ones around them and always need to be the smartest ones in the room. These are the idea killers, the energy sappers, the diminishers of talent and commitment. On the other side of the spectrum.


Multipliers: How the Best Leaders Make Everyone Smarter

Some leaders drain all the intelligence and capability out of their teams. Because they need to be the smartest, most capable person in the room, these managers often shut down the smarts of others, ultimately stifling the flow of ideas. Consider the senior vice president of marketing who, week after week, suggests new targets and campaigns for your team—forcing you to scurry to keep up with her thinking rather than think for yourself and contribute your own ideas. At the other extreme are leaders who, as capable as they are, care less about flaunting their own IQs and more about fostering a culture of intelligence in their organizations. One example is K. When one of his star scientists began relentlessly pushing his own ideas, even handing Sridhar an ultimatum, the CEO chose to place his bets on the team, even though his decision might jeopardize the next product launch. After the loss of this seemingly critical player, the rest of the team rallied, quickly learned new technologies, and successfully hit the release date.


Leadership lessons from “Multipliers” by Liz Wiseman — Book Summary


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