Global Leadership Summit :: Liz Wiseman – Multipliers & Diminishers

liz wiseman

 Liz Wiseman teaches leadership to executives around the world. She is the President of the Wiseman Group, a leadership research and development firm headquartered in Silicon Valley, California. Some of her recent clients include: Apple, Dubai Bank, Genentech, Nike, PayPal, Salesforce.com and Twitter.

She is the author of Multipliers: How the Best Leaders Make Everyone Smarter, a Wall Street Journal bestseller and The Multiplier Effect: Tapping the Genius Inside Our Schools. She has conducted significant research in the field of leadership and collective intelligence and writes for Harvard Business Review and a variety of other business and leadership journals.

Multipliers and Diminishers

  • Two types of people: Multipliers and Diminishers
  • Why do some leaders drain intelligence, while others amplify it?
  • There is always more intelligence in our churches and organizations than we can see with the naked eye.
  • Use your intelligence to amplify, to magnify the capability of the people around you.
  • Multipliers are people who use their intelligence to amplify the intelligence of the people around them.
  • Bad leaders try to multiply themselves and their vision. But it’s about multiplying the capabilities of the people around you.
  • Who was a multiplier around you?
  • Who was a diminisher around you?
  • Encourage people in something that they don’t see in themselves.
  • What is the difference between pressure and stress? It’s about control.
  • What do you do with the control you have as a leader? Do you hold on to control? Or do you share it with your team?
  • How much if your intelligence
  • What did your diminisher do?
    • What percentage of your intelligence did this person get?
  • What did your multiplier do?
    • What percentage of your intelligence did this person get?
  • The multiplier believes that people are smart and they’ll figure it out.
  • The diminisher believes that they always need to be a part of something and they don’t trust people.
  • Diminishers don’t listen. They are controlling.
  • Multipliers have a vision. They listen. They communicated. They trusted. They empowered.
  • Multipliers are trust gurus. They let the team drive.
  • Diminishers believe that people won’t figure out a problem without them.
  • When we experience stress and anxiety our brains get physiologically get stupid.
  • The multiplier lets people weigh in on the decision.
  • Diminishers are micro-managers, and they usually get less than half of people’s capabilities.
  • Multipliers create space for people to grow.
  • Multipliers invite people into this space of difficulty and challenge, and they don’t apologize.
  • Multipliers create owners and not minions.
  • Working at half of our capability is exhausting. But working at our full intellect is exhilarating.
  • Is it possible that we do our greatest damage when we hold our most noble intentions?
  • How might we be having a diminishing impact without even realizing it?
  • First, we have the idea guy. Their intent isn’t that their ideas are better, but they think that their ideas will spark other ideas.
  • What happens when you have a fountain of ideas? Nothing gets done, because we chase.
  • Then we have the leader who is always on, and engaged, and present. Full of energy.
  • What happens around the ‘always-on leader’?
  • It begins to sound like Charlie Brown’s teacher. You don’t hear anything.
  • Then we have the rescuer. They don’t like to see someone fail. But a leader can be helpful too early. People are starved of vital learning.
  • Then there’s the pacesetter. But what happens when the leader gets too far ahead. People will disengage.
  • When people can’t keep up with a leader, they are not followers, they are spectators.
  • Then we have optimist. What if the optimism is too much and glosses over the learning, and the journey.
  • 6 types of people:
    • Idea guy, always-on, rescuer, pacesetter, rapid responder, optimist
  • What are some things we can do right now to be a multiplier?
  • If you’re an idea guy, you should take the extreme question challenge. What if you addressed people in the form of questions, and let them find the answers?
  • People may not need you telling them what to do. They may just need to find the answers themselves.
  • Are people smart around you? Are you leading like the genius that has the answers? Or are you leading like the genius-maker?
  • What’s one small thing you can do to be a multiplier? What is one small thing you can do to shift your weight?
  • What would change if you were led by a multiplier?

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