Multipliers: How the Best Leaders Make Everyone Smarter
By Liz Wiseman and Greg McKeown
4/5
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About this ebook
Wall Street Journal Bestseller
A thought-provoking, accessible, and essential exploration of why some leaders (“Diminishers”) drain capability and intelligence from their teams, while others (“Multipliers”) amplify it to produce better results. Including a foreword by Stephen R. Covey, as well the five key disciplines that turn smart leaders into genius makers, Multipliers is a must-read for everyone from first-time managers to world leaders.
Liz Wiseman
Liz Wiseman is a researcher and executive advisor who teaches leadership to executives around the world. She is the author of New York Times bestseller Multipliers: How the Best Leaders Make Everyone Smarter, The Multiplier Effect: Tapping the Genius Inside Our Schools, and Wall Street Journal bestseller Rookie Smarts: Why Learning Beats Knowing in the New Game of Work. She is the CEO of the Wiseman Group, a leadership research and development firm headquartered in Silicon Valley, California. Some of her recent clients include: Apple, AT&T, Disney, Facebook, Google, Microsoft, Nike, Salesforce, Tesla, and Twitter. Liz has been listed on the Thinkers50 ranking and named one of the top 10 leadership thinkers in the world. She has conducted significant research in the field of leadership and collective intelligence and writes for Harvard Business Review, Fortune, and a variety of other business and leadership journals. A former executive at Oracle Corporation, she worked over the course of 17 years as the Vice President of Oracle University and as the global leader for Human Resource Development. She is a frequent guest lecturer at BYU and Stanford University. Liz holds a Bachelors degree in Business Management and a Masters of Organizational Behavior from Brigham Young University.
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Reviews for Multipliers
63 ratings8 reviews
- Rating: 4 out of 5 stars4/5A well put assessment of nature vs. nurture in the Manager-sphere. Solid research that leaves you feeling hopeful that humanism has a seat at the head of the table. As I read it I was compelled to replace Multiplier & Diminisher with kindhearted/mean spirited, happy/sad or empathetic/selfish with the same result. I hope her next book will deconstruct the "unbreakable colleague."
- Rating: 4 out of 5 stars4/5A practical, worthy read for managers who want to be leaders. Thought provoking and insightful. Having done lots of business readings, their research did not strike me as particularly new or earth shattering. It is a cautionary tale against our tendency to become a micromanager repackaged and reframed in a multiplier vs diminisher continuum. However, it gave some good insight and I was able to recognize that I have some accidental diminishing traits. I appreciated the concrete examples of what multipliers do differently and actual actions to obtain those goals. Don’t miss the FAQs at the end where the authors answer some tough questions about their research and ideas. Two brief critiques: 1 It seemed redundant at times. I think the 235 pages could have been reduced by a third, without eliminating any content or ideas. 2. Examples are heavy with high level executives from technology and biotech industries. On how to be a multiplier if you are managing minimum wage service workers whose jobs are more task orientated and physical (which make up a significant portion of our “new economy”) the book is strangely silent.
- Rating: 2 out of 5 stars2/5Like too many of these books, this could have been a tri-fold tract, or a ten page pamphlet and conveyed the message quite adequately. It's a short, actually sound treatise unfortunately blown up with sensationalist repetition (sadly, not in a reinforcing way.) I saw "thought-provoking" in a reference, and was intrigued enough to read it, but really, it isn't. I don't know why books like these are presented as something that "makes us rethink many of our old assumptions." Use your talents to help bring the better product out of others...no brainer, right? Of course, the counter examples are those we all know...the ones who think (consciously or not) they are the smartest ones in the room, to the never ending detriment of the team...
I'll summarize:
"Multipliers" multiply the capabilities of others by being Talent Magnets, Liberators, Challengers, Debate Makers, and Investors (typo in a chart late in the book had "Inventor"...odd it hadn't been caught)
"Diminishers" diminish the capabilities of others by being Empire Builders, Tyrants, Know-It-Alls, Decision Makers (not in a good way), and Micro managers.
A frustrating part of the repetition is not just similar stories over and over, but actual repetition. I had a few quibbling points with Ms. Wiseman's narrative. She said many, many times throughout that Multipliers "extract" capability and intelligence of people, while trying to demonstrate that the good ones are not trying to be the "smartest in the room". Semantics maybe, but the pervasive use of that word "extract" implied to me that she was saying these Multipliers are the smartest in the room, because they have to "extract" those capabilities and intelligences from the lesser minions. Better word choices - and better mental model - would be nudge, tease, prod, cajole, encourage... "Extract" means the Multipliers have to pull out of others what they need. I prefer to encourage open thought.
She asks "How would you: Manage talent?" Poor word choice. A common fallacy. People aren't managed, they are led.
But my real heartburn was over this: Not only do Multipliers extract capability and intelligence from people, they do it in a way that extends and grows that intelligence. In our interviews people often said Multipliers accessed more than 100 percent capability. They would say, "Oh, they got 120 percent from me." Initially, I pushed back, citing that getting more than 100 percent is mathematically impossible. But we continued to hear people claim Multipliers got more than 100 percent from them. Greg pushed this issue, suggesting this pattern was an important data point. We began to ask: Why would people insist that intelligence Multipliers got more out of them than they actually had?
This could have undermined their entire premise, and did make me question more of what they said. How can anyone with a critical mind present this, and follow on with more of the same? You can never get more than people can do. You might be able to help people get more than they think can do, but clearly they are already capable of doing whatever it is that the Multipliers take or are given credit for else they wouldn't be able to do it. I found that assertion disturbing.
Regardless, take the nuggets of value and put them to use. And there are some nuggets of value. - Rating: 4 out of 5 stars4/5Could have been a bit more scientific and data-oriented but definitely a worthwhile read
- Rating: 5 out of 5 stars5/5Amazing book that highlights the differences between great leaders who inspire and develop their teams and those leaders who look out for themselves. The good new is that this book shows you how to be a great leader, even if you’re not there yet.
- Rating: 4 out of 5 stars4/5The book has pictured the exact professional experiences Leaders or employees go through with Multipliers and Diminishers and also shares the pathways for an individual to be a Multiplier. Liked the Extensive Research and Facts based approach of this book. Great Read
- Rating: 4 out of 5 stars4/5This book provides good perspectives of team work and collaborative approaches of problem solving.
1 person found this helpful
- Rating: 4 out of 5 stars4/5I enjoyed the principles of this book and I think they will be very helpful. I struggled between a 3 and 4 star rating because the writing style seems kind of unorganized at times, and gets repetitive. I didn't know there is an updated version, so hopefully it is even better.