Multipliers
How the Best Leaders Make
Everyone Smarter
By Liz Wiseman
Multipliers: How the Best Leaders Make Everyone Smarter
The New York Times bestseller, Multipliers, explores why some leaders (aka
Diminishers) drain capability and intelligence from their team while others
(aka Multipliers) amplify them to produce better results.
In analyzing data from more than 200 leaders, author Liz Wiseman has
identified five areas that distinguish these multiplier leaders and nine
accidentally diminishing behaviors to watch out for.
“Our world is rapidly changing. To keep up and create the type of workplaces
where people can thrive, we need leaders to serve as true Multipliers,
inspiring intelligence and capability on a mass scale. Let’s start this good
work together.” – Multipliers Reading Guide
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Multipliers: How it all began
“There is more intelligence inside our organizations than we are using.”
The Multiplier Effect: Multipliers as genius makers, extracting capability /
intelligence while simultaneously extending / growing that intelligence.
The Logic of Addition – a diminishing approach
Our people are overworked.
Our best people are the most maxed out.
Therefore, accomplishing a bigger task requires the addition of more resources
The Logic of Multiplication
Most people in organizations are underutilized.
All unused capability can be leveraged with the right kind of leadership.
Therefore, intelligence and capability can be multiplied without requiring a
bigger investment.
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Multipliers – The Five Disciplines
1. The Talent Magnet
Attractstalented people and uses them at their highest point of
contribution.
2. The Liberator
Creates an intense environment that requires people’s best thinking and
work.
3. The Challenger
Defines an opportunity that causes people to stretch.
4. The Debate Maker
Drives sound decisions through rigorous debate.
5. The Investor
Gives other people ownership for results and invests in their success.
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The Talent Magnet Attracts talented people and
uses them at their highest
1. Look for Talent Everywhere point of contribution.
Appreciate all types of genius
Ignore boundaries
2. Find People’s Native Genius
Look for what is native
Label it
3. Utilize People to their Fullest
Connect people with opportunities
Shine a spotlight
4. Remove the Blockers
Get rid of prima donnas
Get out of the way
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The Liberator Creates an intense environment
that requires people’s best
1. Create Space thinking and work.
Release others by restraining yourself
Shift the ratio of listening to talking
Define a space for discovery
Level the playing field
2. Demand Best Work
Defend the standard
Distinguish best work from outcomes
3. Generate Rapid Learning Cycles
Admit and share mistakes
Insist on learning from mistakes
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The Challenger Defines an opportunity that
1. Seed the Opportunity causes people to stretch.
Show the need
Challenge the assumptions
Reframe problems
Create a starting point
2. Lay Down a Challenge
Extend a concrete challenge
Ask the hard questions
Let others fill in the blanks
3. Generate Belief in What is Possible
Helicopter down
Co-create the plan
Orchestrate an early win
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The Debate Maker Drives sound decisions
1. Frame the Issue through rigorous debate.
Define the question
Form the team
Assemble the data
Frame the decision
2. Spark the Debate
Create safety for best thinking
Demand rigor
3. Drive a Sound Decision
Reclarify the decision-making process
Make the decision
Communicate the decision and rationale
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The Investor Gives other people ownership
for results and invests in their
1. Define Ownership
success.
Name the lead
Give ownership for the end goal
Stretch the role
2. Invest Resources
Teach and coach
Provide backup
3. Hold People Accountable
Give it back
Expect complete work
Respect natural consequences
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The Accidental Diminisher
Accidental Diminisher Profiles
Idea Guy
Always On
Rescuer
Pacesetter
Rapid Responder
Optimist
Protector
Strategist
Perfectionist
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Dealing with Diminishers
Breaking the Cycle of Diminishing
It’s not necessarily about you
Diminishing isn’t inevitable
You can lead your leader
Strategies to Deal with Diminishers
Defenses against Diminishing Managers
Strengthen other connections
Multiplying Up
Exploit your boss’ strengths
Inspiring Multiplier Leadership in Others
Assume positive intent
Address one issue at a time
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Becoming a Multiplier
Starting the Journey
Resonance
Realization of the Accidental Diminisher
Resolve to be a Multiplier
The Accelerators
Work the extremes (neutralize a weakness; top off a strength)
Ask a colleague
Building a Multiplier Culture
Host a book talk
Discuss Accidental Diminishers
Introduce Multiplier mindsets
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Multipliers – Breakout Session
Approach
Join a breakout room
A facilitator will guide the group
Discuss as many or as few topics as you wish
Breakout session material is categorized by book
chapters
Rejoin the full group to wrap up
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Multipliers – Discussion Questions
Ch. 1: The Multiplier Effect
a) Should a successful Diminisher try to become a Multiplier? Why or why not?
b) Can a Diminisher be successful long-term?
c) Can you be a Multiplier if you work for a Diminisher? What does that look like?
Ch. 2: The Talent Magnet
a) Does everyone have a Native Genius?
b) Is it possible that some people never realize they have a Native Genius? What are the consequences of this
lack of awareness?
c) When should you hire new people as opposed to developing the talent of the people you already have?
Ch. 3: The Liberator
a) A liberating climate gives a lot of space and expects a lot at the same time. How do you know when you have
gone too far with element?
b) Does being a Liberator mean you have to be both “loather and loved” as the teacher described in the case
study?
c) Is it possible that the intense environment created by a Liberator may be too intense for some team
members? How can such a situation be resolved?
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Multipliers – Discussion Questions
Ch. 4: The Challenger
a) How can you share your own knowledge and opinions without diminishing the people
you lead?
b) Can you share an experience of having received a challenge and been given the space
to solve the problem? How did it go and what was the outcome?
Ch. 5: The Debate Maker
a) Can you be a Debate Maker if a decision must be made very quickly?
b) How do you know when there has been enough debate and it’s time to make a
decision?
c) After debate time is finished, how can you make a decision without taking over?
Ch. 6: The Investor
a) What is the difference between being detail-oriented and micromanaging?
b) How can you give people full ownership without becoming disengaged yourself?
c) What has been your experience as an Investor or being managed by an Investor?
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Multipliers – Discussion Questions
Ch. 7: The Accidental Diminisher
a) How might you be an Accidental Diminisher with the best of intentions?
b) How might you shift your behavior to extinguish your accidental diminishing tendencies?
c) How likely is it that an Accidental Diminisher thinks they still need to prove their own worthiness
by always having the right answer?
Ch. 8: Dealing with Diminishers
a) How might you be impacted by the diminishing behavior of others?
b) Do Diminishers impact only those who report to them? Can A Diminisher impact you even if you
did not report to them?
c) What can you do to shift the behavior of someone who is an Accidental Diminisher?
Ch. 9: Becoming a Multiplier
a) Is there a common theme across all five Multiplier disciplines (Talent Magnet, Liberator,
Challenger, Debate Maker, Investor)?
b) Do you have a preferred Multiplier style or one to which you might aspire most strongly?
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Wrap-up
• Imagine what you could accomplish if
you could harness all the energy and
intelligence surrounding you.
Multipliers • Building a Multiplier culture is available
to all, regardless of where you are on
the Multiplier – Diminisher continuum.
• Be a Multiplier to those you lead and
watch your organization grow and
blossom!
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