Welcome to the second installment of our Multiplier (by Liz Wiseman’s book) series. In case you missed it, find our book review here.
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.
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.
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:
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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. |
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?
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.