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2010 - Multipliers

Leadership

Liz Wiseman

Summary

  1. Team’s capacity can be multiplied without a resource investment.
  2. Multipliers boost capability, productivity, intelligence of talents.
  3. Provide the right opportunities to the right people then step back.
  4. Balance between giving them freedom and having their backs.
  5. Challenge people to go beyond their limits.
  6. Make rigorous debates and drive sound decisions.
  7. Nothing grows under a banyan tree.
Team’s capacity can be multiplied without a resource investment.
  • When most people in organizations are underutilized, and all capability can be leveraged with the right kind of leadership, intelligence and capacity can be multiplied without requiring more investments.
Multipliers boost capability, productivity, intelligence of talents.

  • Attract and deploy talent to its fullest, regardless of who owns the resource.

  • Create an intense environment that requires people’s best thinking and work.

  • Define an opportunity that causes people to stretch.

  • Drive sound decisions through rigorous and healthy debate.

  • Give other people ownership of results and invest in their success.

Provide the right opportunities to the right people then step back.

  • Appreciate all different types of intelligence (genius) and ignore boundaries.

  • Find people’s native genius that they do easily and freely.

  • Connect people with the right opportunities that they can excel in.

  • Remove the impediments that choke the development of the intelligence around them.

  • Let go of a superstar when they have outgrown their environment.

Balance between giving them freedom and having their backs.

  • Create space for others and restrain yourself.

  • Demand excellence - asking your team to offer their best.

  • Hold your team accountable for the execution, not the outcome beyond their control.

  • Create an environment that people can freely admit, share, and learn from mistakes.

Challenge people to go beyond their limits.

  • Create an opportunity for people to see an impactful challenge.

  • Extend a concrete challenge, ask the hard questions, and invite others to fill in the blanks.

  • Show them a pathway, concrete the plan, and orchestrate an early win.

Make rigorous debates and drive sound decisions.

  • Frame the issue with the What, the Why, the Who, and the How framework.

  • Create safety for best thinking but maintain pressure for a realistic, rigorous debate.

  • Drive a sound decision with a transparent decision-making process.

Nothing grows under a banyan tree.

  • Understand that you sometimes need to do less to achieve more.

  • Diminishers are absorbed in their intelligence, stifle others, and deplete the organization of intelligence and capability.