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. It’s much longer than it needs to be, being filled with examples ad nauseam. There are many better leadership books.

My favorite point was that people’s best thinking must be given, not taken. The Principles Of Engineering Materials Barrett Pdf To Excel more. 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. There are a few good points, but overall I found it severely dull. It’s much longer than it needs to be, being filled with examples ad nauseam.

There are many better leadership books. My favorite point was that people’s best thinking must be given, not taken. 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 3, “The Liberator”. 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.

I also liked Chapter 6, “The Investor”, which tells how to give people ownership rather than micromanaging, which is my tendency. 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. However, I understand that the authors were simply contrasting this view with that of the Diminisher: that people can’t figure things out without them. I read this book for the Business Book Club.

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.

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The Multiplier is a Debate Maker. Instill ownership and accountability. The Diminisher is a Micromanager. The Multiplier is an Investor. The Multiplier Effect • Multipliers get an average 1.97 times more capability out of people than Diminishers do. They access 100% of people’s current abilities, plus stretch them to expand their abilities. • Children praised for hard work do better than those praised for intelligence.

• Logic of Multiplication: Most people in organizations are underutilized. All capability can be leveraged with the right leadership. Therefore, intelligence and capability can be multiplied without increasing investment. The Talent Magnet • “Genius comes in many forms.” Appreciate all types. • Find people’s native genius; something they do exceptionally well and absolutely naturally, easily and freely. The Liberator • Talk less, listen more.

Listen most of the time. Let others share what they know. Pressure • Requiring people’s best work is different from insisting on desired outcomes. 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. • Analogy: William Tell shooting the apple off his son’s head.

“William Tell feels pressure. His son feels stress.” • Tyrants and Liberators both expect mistakes. Tyrants pounce on those who make them. Liberators learn as much as possible from the mistake. • People’s best thinking must be given, not taken. Diminishers believe that pressure increases performance.

They demand people’s best thinking, but don’t get it. • “The most powerful work is done in response to an opportunity not in response to a problem.” - Peter Block. • Provide a starting point, not a complete solution. Allow others to explore opportunities. • Ask the hard questions, but don’t answer them. Let others fill in the blanks.

The Investor • Multipliers believe that people are smart and will figure things out. Diminishers believe that people can’t figure things out without them.

• Allow people to learn from the consequences of their actions. Protecting them stunts their learning. Real intelligence develops from trial and error. Multipliers In Mulipliers, authors Liz Wiseman with Greg McKeown explore the roots and applications of effective, inspiring leadership.

For Wiseman, leaders can be broadly classified as either Multipliers or Diminishers. A Multiplier creates an environment where each team member is challenged, stretched, passionately engaged, and emerges not only more intelligent for having worked with a Multiplier, but exhilarated at having achieved great things. A Diminisher, as one can imagine, stunts the int Multipliers In Mulipliers, authors Liz Wiseman with Greg McKeown explore the roots and applications of effective, inspiring leadership. For Wiseman, leaders can be broadly classified as either Multipliers or Diminishers. A Multiplier creates an environment where each team member is challenged, stretched, passionately engaged, and emerges not only more intelligent for having worked with a Multiplier, but exhilarated at having achieved great things. A Diminisher, as one can imagine, stunts the intellectual growth of those who work for him or her, drains teams of curiosity, and vitality itself. Indeed, for Wiseman and McKewon, to work for a Diminisher is to essentially watch yourself wither away through micromanagement, dis-engagement, and eventually emerge with a reduced sense of self worth.

The Author’s key question: “What are the vital few differences between intelligence Diminishers and intelligence Multipliers, and what impact do they have on organizations?” The answer, as it turns out covers a lot of ground. Wiseman and McKeown invest the bulk of the book contrasting the practices of Multiplier and Dimishers: Talent Magnet vs Empire Builder, Liberator vs a Tyrant, Challenger vs Know it All, Debate Maker vs Decision Maker, Investor vs a Decision Maker.

Each category is explained and illustrated with a mini example from the business world. This is a very helpful book for any aspiring leader who seeks to model their behaviors after what Wiseman’s research uncovers about the best practices of successful leaders. To those of you who are already experienced leaders, you may find yourself in these pages in ways that challenge your perception of yourself. On Wiseman’s website, one can even take a free survey to test their own Multiplier vs. Diminisher tendencies.

I would, however, strongly suggest taking the survey first, then reading the book. 60 pages worth of book that took up 250 pages instead. This book is the quintessential example of researchers trying to find the X factor for success- and just finding common sense. It's a worthwhile project - to figure out how to make OTHERS better. How to get the most out of people how to multiply your own work and effort exponentially. This book does make some great points: 1. You know that 'genius' or indispensable person that has the smarts, but drives everyone else nuts and makes everyone meh.

60 pages worth of book that took up 250 pages instead. This book is the quintessential example of researchers trying to find the X factor for success- and just finding common sense. It's a worthwhile project - to figure out how to make OTHERS better. How to get the most out of people how to multiply your own work and effort exponentially. This book does make some great points: 1.

You know that 'genius' or indispensable person that has the smarts, but drives everyone else nuts and makes everyone else feel like an idiot? He should likely be fired. The benefit of his extraordinary brain is not worth the loss is production and creativity he causes in everyone around him. Leaders fall somewhere on the 'Multiplier-Diminisher' spectrum.

Multipliers make everyone want to do better. They make you want to work harder, inspire you and make you excited to go to work. They make you think, listen to your input, and help you really succeed. Then there are the diminishing dictators whom everyone despises, and who never encourage meaningful feedback or criticism or want to hear your ideas for improvement.

They know what to do and now they just need you to do A,B, and C. Stop thinking and get back to menial labor. This book basically teaches you, as a leader, how to identify other's strengths, motives, and drive - and then use it to their fullest potential. To seek meaningful discussion, and not give answers, but seek answers. It teaches you to be such a great leader that when you are gone, others will do just fine without you because they've been trained, allowed to grow, and can think for themselves and succeed. Like I said - the ideas are worthwhile, but 40 examples of the same principle just seems ridiculously redundant and annoying.

So while this book may be good, it bogs itself down and is not really worth finishing. I really loved this book because it was very inspiring in the fact that it encourages people in the place of leadership to provide a positive atmosphere for their teams. Leaders building up their teams to get better results for the individuals and for the company.

Promoting praise where it's due, so that the employees feel appreciated, and addressing some issues that can be worked on for improvement as opposed to the 'diminisher' who makes the team members feel like they're not doing a good enou I really loved this book because it was very inspiring in the fact that it encourages people in the place of leadership to provide a positive atmosphere for their teams. Leaders building up their teams to get better results for the individuals and for the company.

Promoting praise where it's due, so that the employees feel appreciated, and addressing some issues that can be worked on for improvement as opposed to the 'diminisher' who makes the team members feel like they're not doing a good enough job, or doing the job wrong. I really recommend that any person that is a leader, or just any person, read this book.

It's now on my top favorite's list. A better work book than a read through, Multipliers is full of great advice for managers and leaders. I had the privilege of working under a manager who was using this book as his guide to management, and to this day I list him as the person who has most influenced me and developed me professionally.

I've tried to apply what he taught me about leadership, and now I'm happy to have read the original source and apply it asap. The concepts in this book are simple, but important.

I loved it's researc A better work book than a read through, Multipliers is full of great advice for managers and leaders. I had the privilege of working under a manager who was using this book as his guide to management, and to this day I list him as the person who has most influenced me and developed me professionally. I've tried to apply what he taught me about leadership, and now I'm happy to have read the original source and apply it asap. The concepts in this book are simple, but important. I loved it's research based approach to finding several different types of dynamic leadership.

I appreciated it's approach to strengthening strengths and making sure that weaknesses aren't distracting from success, as compared to focusing on weaknesses. I loved it's simple suggestions on where to start in developing the different styles of leadership. And I especially appreciated it's view that leadership is oftentimes on a spectrum.

Our strengths sometimes blind us from utilizing others to their full capacity, leaving our strengths to become our weaknesses. A great book on leadership, and I hope to use it as a personal workbook in my next managerial position. A few quotes from the book: Policies - established to create order - often unintentionally keep people from thinking. Hold a very high bar for what you must do before you voice your opinion.

You need to have data. He has a problem with opinions without data.

All good ideas start as bad ideas, that's why it takes so long. Steven Spielberg The power of liberators emanates from duality. It isn't enough to just free people's thinking. They created an intense environment that requires people's best think A few quotes from the book: Policies - established to create order - often unintentionally keep people from thinking. Hold a very high bar for what you must do before you voice your opinion. You need to have data. He has a problem with opinions without data.

All good ideas start as bad ideas, that's why it takes so long. Steven Spielberg The power of liberators emanates from duality.

It isn't enough to just free people's thinking. They created an intense environment that requires people's best thinking and their best work. They generate pressure, but they do not generate stress. NOTE: Multipliers is a secular business book.

I am reviewing it from the perspective of a Christian minister who thinks its insights have application in church and nonprofit ministry contexts. If those are not your contexts, this review may not be the one you want to read One of the reasons why leading a church is hard work is the problem of what David Allen calls “new demands, insufficient resources.” For example, youth ministry is vital to the health and future of the church, but we all know ho NOTE: Multipliers is a secular business book. I am reviewing it from the perspective of a Christian minister who thinks its insights have application in church and nonprofit ministry contexts. If those are not your contexts, this review may not be the one you want to read One of the reasons why leading a church is hard work is the problem of what David Allen calls “new demands, insufficient resources.” For example, youth ministry is vital to the health and future of the church, but we all know how hard it is to get volunteers to work with junior high students. Even Jesus faced this problem: “The harvest is plentiful but the workers are few” (Matthew 9:37).

The first solution to the problem of new demands and insufficient resources is specific prayer. “Ask the Lord of the harvest, therefore, to send out workers into his harvest field” (Matthew 9:38). God sees the new demands, but unlike us, He doesn’t lack sufficient resources: “my God will meet all your needs according to the riches of his glory in Christ Jesus” (Philippians 4:19). Complementing prayer is a second solution: the right people. Jesus taught us to pray for more “workers.” Paul described the Church as a “body” with variously gifted “parts” (1 Corinthians 12:12–31). The unfortunate fact is that too many pastors and other ministry leaders try to respond to new demands on their own — with only the gifts, talents and resources God has given them personally. They fail to see the gifts, talents and resources God has given them corporately, in their congregations.

The consequence of this failure is burned-out pastors and leaders on the one hand and bored, frustrated and underutilized followers on the other. Liz Wiseman wrote Multipliers, now out in a revised and updated edition, to figure out how leaders can grow both the intelligence and capability of their organizations. Although she wrote it for a business audience, I couldn’t help but see its relevance to the problem of new demands and insufficient resources in churches too. Let me try to explain: Multipliers vs.

Diminishers Wiseman begins the book with this observation: “ There is more intelligence inside our organizations than we are using” (emphasis in original). Multiplication taps into this intelligence. Its logic can be understood through three statements: 1. Most people in organizations are underutilized.

All capability can be leveraged with the right kind of leadership. Therefore, intelligence and capability can be multiplied without requiring a bigger investment.

As a former staff and senior pastor and a current church member, I agree with the first statement wholeheartedly. Too many people in any given congregation sit in the pew on Sunday morning but nothing else. They are spiritual consumers, not spiritual producers. Regarding the third statement, I certainly hope my church can do more without investing in additional staff and buildings. I’d like to see a more productive and efficient use of what we already have before we lay out more money for sparkly new stuff. The second statement, then, is key: We need “the right kind of leadership.” Wiseman calls these leaders Multipliers and contrasts them with Diminishers.

Multipliers tap into the intelligence of their organizations, grow it and increase the capability of their team members and of their organization. Diminishers “shut down the smarts of those around them.” Multipliers begin with the assumption, “People are smart and will figure this out.” Diminishers begin with the assumption, “They will never figure this out without me.” According to Wiseman, no leader is entirely a Multiplier or entirely a Diminisher. Instead, all leaders perform on a spectrum, with both Multiplier and Diminisher tendencies.

This means leaders can move either way on the spectrum. Two important questions now arise: How do Multipliers lead? And how do I become a Multiplier? Multiplier Practices Wiseman’s research indicates that Multipliers lead by engaging in five specific roles: 1.

The Talent Magnet: “[T]hey attract and deploy talent to its fullest, regardless of who owns the resource, and people flock to work with them because they know they will grow and be successful.” 2. The Liberator: “Multipliers establish a unique and highly motivating work environment where everyone has permission to think and the space to do their best work.” 3. The Challenger: “They seed opportunities, lay down challenges that stretch the organization, and in doing so, generate belief that it can be done and enthusiasm about the process.” 4. The Debate Maker: “Multipliers engage people in debating the issues up front, which leads to decisions that people understand and can execute efficiently.” 4. The Investor: “Multipliers deliver and sustain superior results by inculcating high expectations across the organization.” Now, before you dismiss this as so much business-book gobbledygook, try thinking of Jesus’ leadership in terms of Wiseman’s five roles: The Talent Magnet: Jesus’s disciples, despite not being religious, political, economic or academic elites, established a religion that is still thriving 2,000 years later. The Liberator: Jesus empowered His followers to preach the same message as He did, with signs and wonders following (Matthew 10:1–42; Mark 6:6–13; Luke 10:1–24). The Challenger: Read those three Synoptic Gospel passages cited above, then reminder that Jesus commissioned His followers to do these things in His absence.

Not only that, He left the task to “make disciples of all nations” both to His first-century followers and to us (Matthew 18:18). The Great Commission is a perpetual challenge that Christ has called and empowered us to fulfill. The Debate Maker: We rightly think of Jesus as a master teacher, but we fail to appreciate how often He taught by means of debate. In his book, All the Questions Jesus Asks, Stan Guthrie notes that Jesus asked 295 questions.

That number doesn’t even include all the questions Jesus was asked by others. The Investor: Could any expectation be higher than what Jesus told His disciples in John 20:21: “As the Father has sent me, I am sending you”? Please don’t misunderstand me.

Multipliers is a business book, not a ministry book. It’s written from a secular perspective, not a biblical one. It addresses a specific question in leadership — how to leverage capability through leadership.

It is neither the first nor last word on leadership, let alone the first or last word on the pastoral leadership of Christian congregations. Still, it has incredible diagnostic value because it helps identify the kinds of practices that do (and don’t) make the best use of resources in an organization, including, in my opinion, the local church.

Becoming Multipliers So, how can pastors and other ministry leaders become Multipliers? To answer that, we need to depart from Wiseman for a moment and remember the words of Jesus himself, “Ask the Lord of the harvest, therefore, to send out workers into his harvest field” (Matthew 9:38). Ministry is not about making widgets but about making disciples, and the only person who can make a disciple is one who is himself being discipled. Ministry is spiritual work and requires spiritual growth, which comes first and foremost through a prayerful relationship with the Father, Son and Holy Spirit. Ministry is also relational, however. And the ministry of leadership requires that we work in relationship with the spiritually gifted people God has placed in our pews.

Wiseman offers five pieces of advice to business leaders as they resolve to move from the Diminisher to the Multiplier side of the leadership spectrum, and I’d like to tweak these for ministry settings: First, start with the assumptions: Do I assume that my congregation is spiritually gifted to do the ministry (Multiplier) or do I assume that I must do it myself or micromanage them in the process (Diminisher)? Second, work the extremes (neutralize a weakness; top off a strength): Am I surrounding myself with others whose ministry strengths complement my ministry weaknesses? Am I working hard to develop the ministry gifts that I am best at personally? Third, run an experiment: Am I actively trying to develop new Multiplier habits by identifying my Diminisher tendencies and replacing them with Multiplier assumptions and practices?

Fourth, brace yourself for setbacks: Change always involves a measure of failure. The apostle Peter, for example, was the first (and only) apostle to walk on water, but also the first (and only) apostle to sink after walking on water.

If Jesus picked Peter up and got him back on the boat, He can do the same for you. Fifth, ask a colleague: If “the eye cannot say to the hand, ‘I don’t need you!’ And the head cannot say to the feet, ‘I don’t need you!’” (1 Corinthians 12:21), then Christian leaders cannot isolate themselves from either their ministry peers or the people they lead. The title of Reuben Welch’s classic book on Christian community gets it exactly right: We Really Do Need Each Other. So, back to the problem of “new demands, insufficient resources” that I mentioned at the outset of this review. Yes, it is a real problem that pastors and other ministry leaders feel deeply.

But prayer to our infinitely resourceful God and wise leadership practices can help us more fully utilize the capabilities of our spiritually gifted congregations. There are, after all, more spiritual gifts in our congregations than we are currently using.

Are you the kind of leader who can multiply them? Book Reviewed: Liz Wiseman, Multipliers: How the Best Leaders Make Everyone Smarter, rev. (New York: Harper Business, 2017). If you found my review helpful,. This review was written for and appears here by permission.

I can't stop raving about this book! In a nutshell it's about leadership and the idea that the best leaders are the ones that empower their people. Wiseman outlines five areas in which leaders can act as either multipliers or diminishers. Many of the business/leadership books I've read - even the good ones - contain some good ideas with a lot of extraneous explanation and examples. This book, though, is just packed with actionable ideas; there really isn't anything repetitive or superfluous,whic I can't stop raving about this book! In a nutshell it's about leadership and the idea that the best leaders are the ones that empower their people.

Wiseman outlines five areas in which leaders can act as either multipliers or diminishers. Many of the business/leadership books I've read - even the good ones - contain some good ideas with a lot of extraneous explanation and examples. This book, though, is just packed with actionable ideas; there really isn't anything repetitive or superfluous,which means it's 200+ pages full of really good stuff. I think this is a great book not just for people who are in management positions professionally, but anyone who leads people in any way. Like many business concepts there is nothing revolutionary in the leadership attributes identified in this book.

They could be classified as 'common sense'. However, personal experience has shown that common sense does not necessarily mean common practice. I have seen the negative behaviors described in this book in leaders I have worked with as well as in my own leadership actions. I found the authors grouping and summary of behaviors concise and informative and find myself regularly referring b Like many business concepts there is nothing revolutionary in the leadership attributes identified in this book. They could be classified as 'common sense'. However, personal experience has shown that common sense does not necessarily mean common practice.

I have seen the negative behaviors described in this book in leaders I have worked with as well as in my own leadership actions. I found the authors grouping and summary of behaviors concise and informative and find myself regularly referring back to them. I also found the illustrative anecdotes help focus my understanding of the concepts. I will sometimes go back and read some of these anecdotes for inspiration when I am not feeling especially effective. I would wholeheartedly recommend this book to managers, supervisors, or anybody whose job it is to lead others. This book answers the question,'How is it that given the same environment, with the same circumstance, and the same skills an employee's performance can vary widely based solely on who their supervisor is?'

The authors speculate the primary difference is based on whether a given leader's behaviors fall into one of two categories that they dub 'Multiplier' and 'Diminisher'. They further break these categories down into five major classifications dedicating one chapter to each sub classification.

According to the authors leaders are rarely all of one or these categories but instead other but fall somewhere along the spectrum between these two extremes. In their words: 'We see the Diminisher-Multiplier model as a continuum with a few people at the extremes and most of us somewhere in between. As people have been introduced to this material, they almost always see some of the Diminisher and some of the Multiplier within themselves. One leader we worked with is illustrative. He was a smart and aware individual who didn't fit the archetype of a Diminisher, and yet when he read the material he could see how he sometimes behaved in a Diminishing manner. While we studied this leadership phenomenon as a contrast, we see the model as a continuum with only a very few people at the polar extremes and the majority of us somewhere in the middle.'

Throughout the book the authors provide a number of anecdotes that demonstrate the effect Multiplier and Diminisher behaviors have in real life situations. They show that by moving from negative behaviors to positive behaviors a leader can double his team's output without adding more staff. Multipliers are leaders who are able to amplify the capability of people around them. They are able to optimize output by playing to people's unique intelligence and capability.

The goal of a multiplier is not to get more done by multiplying his own efforts but instead to multiply the output of those around him. They are talent magnets: they attract and optimize talent. They are liberators: they create intensity that requires the best thinking of the team. They are challengers: they define opportunities that cause people to stretch. They are debate makers: they drive sound decisions through rigorous debate. They are investors: they instill ownership and accountability. Diminishers, despite having smart people on their team they are unable to reach their goals.

They are absorbed in their own capabilities They tend to stifle productivity and deplete the organization of intelligence and capability. Many times this organizational depletion is done unintentionally by the diminisher.

They are unaware of the affect they are having on those around them. They are empire builders: they hoard resources and underutilize talent. They are tyrants: they create tense environments that suppress thinking, creativity, and capability. They are know-it-all's: they give directives that showcase how much they know. They are 'the decision maker': they make centralized, abrupt decisions that confuse the organization. They are micro managers: they drive results through their personal involvement.

If you're in a leadership role - read this book! If you are interested in some different ideas on leadership fundamentals I am sure that you will find it interesting. The authors juxtapose two quite different types of leaders whom they characterize as the Diminisher, and the Multiplier. We have all had experience with these two dramatically different types of leaders.

The first type drains intelligence, energy, and capability from the people around them and always needs to be the smartest person If you're in a leadership role - read this book! If you are interested in some different ideas on leadership fundamentals I am sure that you will find it interesting. The authors juxtapose two quite different types of leaders whom they characterize as the Diminisher, and the Multiplier. We have all had experience with these two dramatically different types of leaders. The first type drains intelligence, energy, and capability from the people around them and always needs to be the smartest person in the room. Diminishers under-utilize talent and resources, their own as well as others, and also demonstrate five disciplines: Empire Builder, Tyrant, Know-It-All, Decision Maker, and Micro Manager.

If you think an individual is belligerent they are probably in this category. I am working hard to keep these people out of my life. They are energy sappers and diminish talent and commitment. On the other side of the spectrum are leaders who use their intelligence to amplify the smarts and capabilities of the people around them. These leaders spark ideas and problem solving. These are the leaders who inspire employees to stretch themselves to deliver results that surpass expectations. These are the Multipliers.

They 'extract full capability,' their own as well as others', and demonstrate five disciplines: Talent Magnet, Liberator, Challenger, Debate Maker, and Investor. My friend Lutz Ziob from Microsoft is deservedly recognized in this book as a Multiplier. These are people that can have a resoundingly positive and profitable effect on organizations, getting more done with fewer resources, developing and attracting talent, and cultivating new ideas and energy to drive organizational change and innovation. The authors suggest that Multipliers extract so much more from their people that - in effect - they essentially double the workforce at no additional cost, i.e. The total cost of what must be done (in terms of dollars and hours) is probably much less than what would be saved by doing it. If you're in a leadership role - read this book!

This is really a good book that motivates and teaches us how to be better and help others be better and accomplish more while we each learn and grow. Organizations and individuals have been challenged recently to do more with less. This book points out that we should all be doing that anyway. Instead of just throwing resources at a problem we should be leveraging them better. The best leaders are 'Multipliers.' They help everyone around them grow, learn, work harder, accomplish more, and come to This is really a good book that motivates and teaches us how to be better and help others be better and accomplish more while we each learn and grow.

Organizations and individuals have been challenged recently to do more with less. This book points out that we should all be doing that anyway. Instead of just throwing resources at a problem we should be leveraging them better. The best leaders are 'Multipliers.' They help everyone around them grow, learn, work harder, accomplish more, and come to better decisions. They do this by employing five main roles: Talent Magnet, Liberator, Challenger, Debate Maker, and Investor. Multipliers recognize individuals' particular talents and genius and let them work, they give space and ownership for individuals to work, they present a problem and a challenge, but they don't micromanage, they ask questions, have a high standard or hold people accountable.

For me this book is about potential and developing people and organizations. It's about seeing what people can become and helping them see how they can get there. It's thinking bigger, collaborating, working together, and solving problems. There are lots of exciting principles to take from this book. Here are a few of my favorite thoughts: 'Get more out of people than they knew they had to give (p. 'The ability to extract and multiply the intelligence that already exists in the organization is red-hot relevant (p. 'A key insight was that Multipliers are hard-edged managers.

There is nothing soft about these leaders. They expect great things from their people and drive them to achieve extraordinary results. Another insight that resonated with me was that people actually get smarter and more capable around Multipliers. That is, people don't just feel smarter; they actually become smarter. They can solve harder problems, adapt more quickly, and take more intelligent action (p. 'Some leaders make us better and smarter.

They bring out our intelligence (p. 'Some leaders seemed to drain intelligence and capability out of the people around them.

Their focus on their own intelligence and their resolve to be the smartest person in the room had a diminishing effect on everyone else. For them to look smart, other people had to end up looking dumb (p. 'George grew people's intelligence by engaging it. He wasn't the center of attention and didn't worry about how smart he looked. What George worried about was extracting the smarts and maximum effort from each member of his team (p. 'Multipliers are genius makers. Everyone around them gets smarter and more capable.

People may not become geniuses in a traditional sense, but Multipliers invoke each person's unique intelligence and create an atmosphere of genius--innovation, productive effort, and collective intelligence (p. 'The logic of addition creates a scenario in which people become both overworked and underutilized. To argue for allocation without giving attention to resource leverage is an expensive corporate norm (p. 'In addition to assuming intelligence is a scarce commodity, Diminishers see intelligence as static, meaning it doesn't change over time or circumstance (p. 'Instead of writing people off as not worth her time, she is able to ask, What could be done to develop and grow these capabilities? She then finds an assignment that both stretches the individual and furthers the interests of the organization (p.

'Multipliers lead people by operating as Talent Magnets, whereby they attract and deploy talent to its fullest regardless of who owns the resource. People flock to work with them directly or otherwise because they know they will grow and be successful. In contrast, Diminishers operate as Empire Builders, insisting that they must own and control resources to be more productive (p.

'[Multipliers] hold people accountable for their commitments. Over time, Multipliers' high expectations turn into an unrelenting presence, driving people to hold themselves and each other accountable, often to higher standards and without the direct intervention of the Multiplier (p. 'I not only use all the brains that I have, but all that I can borrow (Woodrow Wilson, p. ' 'What is the next challenge for you? What would be a stretch assignment. What is getting in the way of your being successful (Mitt Romney, p. ' 'Empire Builders hoard resources and underutilize talent.

Talent Magnets attract talented people and use them at their highest point of contribution (p. 'Talent Magnets: (1) look for talent everywhere; (2) find people's native genius; (3) utilize people at their fullest; and (4) remove the blockers (p. 'He communicates this respect for the intelligence of others through his actions. He readily admits that he doesn't think like they do and that he appreciates what they bring to the table. He listens intently to the ideas and advice of those who offer this perspective he doesn't have. And he asks people to teach him what he doesn't know (p.

'What my colleagues were teaching me was that I had a native ability--something that I did both easily and freely (p. 'He was in genius-watching mode and he couldn't help but see it everywhere--even in the efforts of a mother with an inconsolable child and a plane full of aggravated passengers. Here are the three steps to help you begin genius watching: (1) Identify it. (3) Work it (p. 'She could see that her strong ideas were hampering the creativity and capability of her people (p. 'He is very good at disarming you. He is a commoner--one of us.

Even if you work three levels below him, he still wants to know what you think (p. ' 'The Liberator creates an environment where good things happen. They create the conditions where intelligence is engaged, grown, and transformed into concrete successes (p. 'In his class, he doesn't tolerate laziness. You're always working, thinking things over, and seeing your mistakes so you can learn from them (p. ' 'I give you space; you give me back your best work. Liberators also give people space to make mistakes.

They create an environment of learning, but they expect people to learn from the mistakes (p. 'Liberators are more than just good listeners. They are ferocious listeners. They listen to feed their hunger for knowledge. They listen to learn what other people know and add it to their own reservoir of knowledge (p. 'Larry asked one question, 'Did you give your best (p. ' 'Requiring people's best work is different from insisting on desired outcomes.

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 (p.

'People's best thinking must be given, not taken. A manager may be able to insist on certain levels of productivity and output, but someone's full effort, including their truly discretionary effort, must be given voluntarily. This changes the leader's role profoundly.

Instead of demanding the best work directly, they create an environment where it not only can be offered, but where it is deeply needed. Because the environment naturally requires it, a person freely bestows their best thinking and work.

Multipliers not only get full brainpower from their team, they grow capability rapidly (p. 'Liberators.create space.demand best work.generate rapid learning cycles (p.

'Shai issued the challenge to the team and began asking the difficult questions: 'How can we change a battery in five minutes?and how can we make it user-friendly?and location-independent?and car-independent?and cheap so it can be scalable?' He turned the problem over to the team and gave them two months (p. 'Instead of knowing the answer, they play the role of the Challenger (p. 'Multipliers understand that people grow through challenge. They understand that intelligence grows by being stretched and tested. So even if the leader has a clear vision of the direction, he or she doesn't just give it to people.

Multipliers don't just give answers. They provide just enough information to provoke thinking and to help people discover and see the opportunity for themselves.

They begin a process of discovery (p. 'Multipliers provide a starting point, but not a complete solution. By offering a starting point, they generate more questions than answers (p.

'Extend a clear and concrete challenge.ask the really hard questions.shift the burden of the thinking to others (p. '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 (p.

'Liz, I have a challenge for you. Tonight when you go home, I want you to only speak to your children in the form of questions. No statements. Just questions (p. ' 'If you have a task to perform and are vitally interested in it, excited and challenged by it, then you will exert maximum energy. But in the excitement, the pain of fatigue dissipates, and the exuberance of what you hope to achieve overcomes the weariness (Jimmy Carter, p.

' 'The Challenger seeds the opportunity.lays down a challenge.generates belief in what is possible (p. 'How leaders make decisions is profoundly influenced by how they engage and leverage the resources around them. Our research has shown that Diminishers tend to make decisions solo or with a small inner circle. As a result, they not only underutilize the intelligence around them, but they also leave the organization spinning instead of executing (p. 'Multipliers.don't focus on what they know but on how to know what others know. They seem to assume that with enough minds we can figure it out. They are interested in every relevant insight people can offer.

When Multipliers are faced with a high-stakes decision, they have a different gravity pull toward the full brainpower of their organization. In harnessing this knowledge, they play the role of the Debate Maker. They realize that not all decisions need collective input and debate, but on decisions of consequence, they lead rigorous debate that prosecutes the issues with hard facts and depersonalizes decisions.

Through debate, they challenge and stretch what people know, thus making the organization smarter over time and creating the organizational will to execute the decisions made (p. 'Multipliers identify the decision-critical date that needs to be gathered and analyzed prior to the debate. They ask others to come to debate armed with relevant information so they are prepared to contribute (p.

'Multipliers spark debate (p. 'There are two key elements that couple and form the yin and the yang of great debate. The first is to create safety. The second is to demand rigor. Multipliers do both.

They ask the questions that challenge conventional thinking. They ask the questions that unearth the assumptions that are holding the organization back. They ask the questions that cause the team to think harder and to dig deeper (p. 'Multipliers may relish a great debate, but they pursue debate with a clear end: a sound decision (p. 'Although Multipliers know how to generate and leverage collective thinking, they are not necessarily consensus-oriented leaders.

At times, they may seek the full consensus of the group; however, our research shows that they are equally comfortable making the final decision (p. 'The discussion leader only asks questions (p. 'Freedom is hammered out on the anvil of discussion, dissent, and debate (Hubert H. ' 'The Debate Maker frames the issue.sparks the debate.and drives a sound decision (p. 'You can jump in and teach and coach, but then you have to give the pen back. When you give that pen back, your people know they are still in charge (p.

' 'Multipliers invest in the success of others. They may jump in to teach and share their ideas, but they always return to accountability (p.

'When people are given ownership for only a piece of something larger, they tend to optimize that portion, limiting their thinking to this immediate domain. When people are given ownership for the whole, they stretch their thinking and challenge themselves to go beyond their scope (p. 'Don't give me an A-W-K without an F-I-X (p. ' 'When the scoreboard is visible, people hold themselves accountable (p. 'I became irritated at my team dumping the problems on me and for not doing their jobs. Then.I had an epiphany: I wasn't doing my job.

As a manager, my job was no longer about me. It was my responsibility to manage the work, not do the work. I had been solving problems like some overzealous superhero, when I was really supposed to help other people solve problems. My job was to flow the work to my team and keep it there (p. 'Micromanagers don't use the full complement of talent, intelligence, and resourcefulness that is available to them.

This capacity sits idle in their organizations. To counteract this, they continue to ask the organization for more resources, wondering why people aren't more productive and are always letting them down (p. 'Nature teaches best. When we let nature take its course and allow people to experience the natural consequences of their actions, they learn most rapidly and most profoundly. Download Font Apk Untuk Android. When we protect people from experiencing the natural ramifications of their actions, we stunt their learning.

Real intelligence gets developed through experimentation and by trial and error (p. 'The Investor defines ownership.invests resources.holds people accountable (p. 'Having one towering strength almost doubled the effectiveness of the leader, provided the leader had no area of sharp weakness (p.

'Neutralize a weakness.Top off a strength (p. 'A leader begins with a simple assumption and a singular idea, that people are smart and the job of the leader is to draw out the intelligence of others. With this simple idea, leaders might begin by restraining themselves more and listening to others. They then might start asking more questions. They become skilled in the art of asking the right questions and begin posing the most difficult questions that challenge the underlying assumptions of the organization.

They then use these questions to seed and establish challenges for the organization. Next they bring this sense of challenge and inquiry into key decisions and become masterful Debate Makers. Like instruments in Bolero, by adding these skills a layer at a time, they achieve mastery and have a powerful effect on others (p. 'Momentum can build quickly.

Mastery takes time (p. 'Each year, he carries with him a question that challenges his thinking and sparks learning. I adopted an intriguing question myself: How is what I know getting in the way of what I don't know? By simply asking this question, I was compelled to venture beyond the realm of my own understanding. Holding this question for a year (actually, I'm still working on it) and asking it in numerous settings has helped me transcend the limitations of my own knowledge and find ways to better see and access the intelligence of others (p. 'The significant problems we face cannot be solved at the same level of thinking we were at when we created them (Albert Einstein, p. This book basically teaches you, as a leader, how to identify the strengths, motives, talents and drive of your team members and to encourage their best work so they can reach their full professional potential - how to be a 'genius maker'.

'Multipliers are leaders who look beyond their own genius and focus their energy on extracting and extending the genius of others. These are not 'feel good' leaders. They are tough and exacting managers who see a lot of capacity in others and want to utilize t This book basically teaches you, as a leader, how to identify the strengths, motives, talents and drive of your team members and to encourage their best work so they can reach their full professional potential - how to be a 'genius maker'. 'Multipliers are leaders who look beyond their own genius and focus their energy on extracting and extending the genius of others.

These are not 'feel good' leaders. They are tough and exacting managers who see a lot of capacity in others and want to utilize that potential to the fullest.' The book is a lot of common sense but organized into an easy way to identify the 2 types of leaders, Diminisher and Multiplier, and their 5 key behaviors. I found a lot of the ideas useful and it was interesting to see how many people in the 30 years I've been working in corporate America that I could easily place into the two roles.

I would have liked to have had more concrete ideas on how to become a Multiplier myself and how to be a 'genius maker'. The main thesis of the book is that essentially we all (especially managers) have the ability to get more or less out of the people we collaborate, interact and work with on a regular basis, depending on our behaviors. These behaviors are then characterized into two general categories - multiplying behaviors and diminishing behaviors. Individuals who exhibit diminishing behaviors tend to get low amounts of total effectiveness from the folks they work with (in the ranges of 20 - 40 percent) while The main thesis of the book is that essentially we all (especially managers) have the ability to get more or less out of the people we collaborate, interact and work with on a regular basis, depending on our behaviors. These behaviors are then characterized into two general categories - multiplying behaviors and diminishing behaviors.

Individuals who exhibit diminishing behaviors tend to get low amounts of total effectiveness from the folks they work with (in the ranges of 20 - 40 percent) while those who exhibit multiplying behaviors tend to get much higher rates of effectiveness from those they work with (somewhere in the 60 - 80 percent range); apparently, 100 percent effectiveness is unattainable, although this wasn't really discussed on the book. However, the research they presented in the beginning of the book supporting these numbers really made a compelling case to read the rest of the book. I enjoy business and management books, because they are often filled with things that seem like common sense but until it's explained to you in a simple and easy to understand way it can be hard to fully integrate into your own way of doing things.

A lot of these things do tend to get repetitive across different books. In this book, for example, they talk about how micro-managing is really a diminishing behavior and if you don't let go sometimes you impede the growth of others. What was interesting about this book was how the author described the multiplying behavior in this case, as investing; the author took this analogy pretty far and even related to how in private equity the investor first typically helps establish clear majority ownership and begins the investment process from there. These types of devices were useful even in taking some relatively trope concepts, like micro-managing impedes growth, while shedding some new light and insight. My favorite part of the book, by far, was the chapter on the 'Accidental Diminisher.' These are people who generally mean well, but can get caught up in diminishing behaviors without even realizing it.

I definitely related to a lot of these and thought a few of them might be worth sharing here: The Idea Guy - this is the creative, outside-the-box thinker inside a group who is always coming up with great new ideas. However, what they don't realize is that others get so overwhelmed with the quantity of ideas coming from this one person they're not able to execute on any one of them while also stifling the idea generation from others in the group. Honestly, I have always aspired to be the idea guy, but reading this reminded me that no idea is worth anything without proper execution. Pacesetter - I've always believed that if you want to lead you need to lead by example. However, when the pacesetter ends up constantly keeping themselves out of reach of others in the group this can end up being discouraging and others may simply choose to become spectators.

This reminds me of an exercise my son's little league coach does - after he has the kids run across their field one direction their fastest, he has them run back together in one line; it's funny to watch them struggle to keep in the same pace with each other on the way back. Rapid Responder - this is the person who's always the first to fire back a response to a query or request sent to the team, and is another way of leading by example. Others in the group may end up avoiding reviewing and responding to any of the issues if they figure that the one person who is always responding first has 'got this one.' Strategist - the strategist is the one who is always trying to lay out the big picture. Surely, to be a leader you have to create a vision. But, as a lot of the other accidental diminisher traits have pointed out, if you are consistently the one playing this role in a group you are diminishing others abilities to grow into that same role.

I think that's a common theme with a lot of the accidentally diminishing traits, that each of them become detrimental when they are overused. A little bit of restraint can go a long way! The book ends with an appendix which includes a number of experiments you can conduct yourself to try and change some of your behaviors from diminishing to multiplying. I'm yet to go through these and I may try out a few myself. There's also an interesting web-site that I think is supposed to work as a companion to the book - - which is supposed to include some free assessments and such, but I haven't tried them out yet. Feel free to try them out, and let me know what you think below! Multipliers: Leaders who are genius-makers and bring out the intelligence in others.

They build collective, viral intelligence in organizations. Diminishers: Leaders who are absorbed in their own intelligence, stifle others, and deplete the organization of crucial intelligence and capability. Wiseman and McKeown equate Diminishers with a fixed mindset, and Multipliers with a growth mindset, using Carol Dweck's formulation of these terms. Five disciplines of the multiplier include: * Attract and o Multipliers: Leaders who are genius-makers and bring out the intelligence in others. They build collective, viral intelligence in organizations. Diminishers: Leaders who are absorbed in their own intelligence, stifle others, and deplete the organization of crucial intelligence and capability.

Wiseman and McKeown equate Diminishers with a fixed mindset, and Multipliers with a growth mindset, using Carol Dweck's formulation of these terms. Five disciplines of the multiplier include: * Attract and optimize talent: Diminishers are empire builders; Multipliers are talent magnets. * Create intensity that requires best thinking: Diminishers are tyrants; Multipliers are liberators.

* Extend challenges: Diminishers are know-it-alls; Multipliers are challengers. * Debate decisions: Diminishers are decision-makers; Multipliers are debate-makers. * Instill ownership and accountability: Diminishers are micro-managers; Multipliers are investors. In succeeding chapters, they explore each of these five disciplines in more detail, providing background and related research, showing how Multipliers and Diminishers differ in each discipline, and offering suggestions for people interested in developing their Multiplier skills. I thought the book was worth reading (and took a lot of notes), especially for those involved in management of other people. That could be in business, non-profit work, families, or even among friends. Of course, it is only worth reading if you are actually going to use it to change your behavior in some positive fashion.

If not, then it just becomes an academic exercise. Multipliers was brought to my attention through a podcast called 'What to do when your bishop is an accidental diminisher.' The interview with one of the authors Liz Wiseman, captured my attention enough for me to want to check out the book which was more business oriented than religious. The book is full, full, full of examples.

Examples of people who used methods outlined in the appendix of the book. I appreciated the information, but felt that the over-abundance of examples made the going slo Multipliers was brought to my attention through a podcast called 'What to do when your bishop is an accidental diminisher.' The interview with one of the authors Liz Wiseman, captured my attention enough for me to want to check out the book which was more business oriented than religious. The book is full, full, full of examples. Examples of people who used methods outlined in the appendix of the book. I appreciated the information, but felt that the over-abundance of examples made the going slog along and that perhaps I could have got just as much out of it by skipping to the end for the appendix.

I couldn't read it in a couple of days, I had to put it down a few times to rest my brain. That being said, I do believe that the principles suggested in the book are sound and that not only my, but my teams productivity would increase by using them. I too have experienced a leader who was an accidental diminisher and I not only felt dumber by the week because I wasn't trusted to do the job I was hired to do, but I began to grow stressed and resentful. I guess my own example was more applicable to me than all the examples in Wiseman's book. Perhaps others won't mind so many examples.

Are you a genius or a genius maker? We’ve all had experience with two dramatically different types of leaders. The first type drains intelligence, energy, and capability from the people around them and always needs to be the smartest person in the room. These are the idea killers, the energy sappers, the diminishers of talent and commitment. 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, light bulbs 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 this book we have studied intelligence and how Multipliers can have a resoundingly positive and profitable effect on organizations—getting more done with fewer resources, developing and attracting talent, and cultivating new ideas and energy to drive organizational change and innovation. Book Praise “As Lincoln famously framed the dilemma: How do leaders bring out ‘the better angels of our nature’?

Multipliers gets closer to answering this fundamental leadership question than anything I’ve read in recent years.” – Warren Bennis, Distinguished and University Professor at the University of Southern California and author of Still Surprised: A Memoir of a Life in Leadership “What does every successful CEO and CFO have in common? They are all Multipliers. Learn how they change the world through others.” – John Doerr, General Partner, Kleiner Perkins Caufield and Byers “The authors succeed brilliantly in addressing a critical but unexplored phenomenon – how leaders unleash the intelligence and capability in others. This practical framework is a must-read for all those who aspire to lead in the knowledge economy.” – C.K. Prahalad, Paul and Ruth McCracken Distinguished University Professor, the Ross School of Business, the University of Michigan “In over thirty years of evaluating executives it was clear to me that some achieved much more than others, but it wasn’t always clear why. Wiseman and McKeown present a fresh and compelling analysis of how Multipliers create value while others destroy it.” – Tom Friel, former CEO and Chairman of the Board, Heidrick and Struggles “Every so often a book comes along that forces us to ask important and difficult questions of ourselves.

Multipliers challenges us to imagine a dramatically more productive future for our organizations – one that requires letting go of some of the very behaviors that helped us get to the top.” – Tim Brown, CEO, IDEO “They say in the theater business that if you are a triple treat; one can sing, dance and act. Most folks on Broadway excel at one or two. Very hard to excel at all three. In the “thought leader” worldLiz Wiseman is a quadruple threat.

Her books are groundbreaking, she’s a pro on the platform, her resume is impressive, but her genuine heart for serving others is what makes her the best of the best.” – Tommy Spaulding, NYT bestseller of The Heart-Led Leader & It’s Not Just Who You Know.