Are you A Multiplier Or A Diminishing Leader?
A leader is someone who has an influence over other people. In other words, a multiplier or a diminisher.
As a leader, your influence is either diminishing or has a multiplying effect.
You have probably experienced both kinds of leadership. You have probably grown under the leadership of a multiplier and hated your job due to the indifference of a diminishing boss.
Where do you stand on the spectrum?
In her book, Multipliers: How the Best Leaders Make Everyone Smarter, author Liz Wiseman lists a couple of differences between the two types of leadership:
Multipliers Get More From Their Teams
Multipliers are able to get more from their people. These are leaders who look beyond their own genius.
Do you focus your energy on extending and extracting the genius of others?
You can be a multiplier by continually challenge yourself and others, consequently pushing the boundaries of what can be achieved.
To have a multiplying effect on your people, you need to plant seeds of opportunities and lay down challenges that stretch them. As a result, you will generate enthusiasm about the process and a belief that it can be done.
Diminishers, on the other hand, operate as Know-It-Alls. They personally give directives to showcase their vast knowledge.
Diminishers set a direction, while multipliers ensure that a direction gets set.
Diminishers Consider Themselves Smarter Than The Rest
Leaders who have a diminishing effect on people probably believe that intelligence is a rare trait. And they believe themselves to be more intelligent than the rest.
This assumption leads them to believe that they are special and other people will never figure things out without their intervention. As a result, diminishes serve as micromanagers.
In contrast, multipliers deliver and sustain superior results by setting high expectations across the organization. These are the leaders who invest and provide the necessary resources in their teams for success.
Finally, they hold their people accountable for their commitments. Over time, a multipliers’ high expectations turn into an invisible force that drives people to hold themselves and each other accountable. Consequently, higher standards are set without the direct intervention of the Multiplier.
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