3.
4.
5.
take up a lot of space in a meeting.
You like to think out loud, and you are
always bursting with ideas. But the
enthusiasm you think is infectious
might actually be stifl ing the thinking
of others.
You’re a visionary. You like to think of
yourself as a big thinker, someone who
can see the strategic issues, paint a
compelling picture of the future and
evangelize it to those around you. Yet,
in an att empt to inspire others, you
may actually be overwhelming them.
You’re a rapid responder. When there
are problems or opportunities, you
make timely decisions that will keep
the organization moving ahead with
agility and speed. But when leaders
make rapid decisions, their people
tend to defer to them and learn to wait
for decisions to be handed down from
above.
You jump in to rescue people. Perhaps
you see your people failing and, in a
desire to help, you jump in to rescue
them or the project. In the moment,
jumping in seems to help, but it can
actually diminish people’s capability to
think for themselves and learn how to
spot problems and recover from them.
and leave white space. This will create
room for others to contribute, and
your words will be more frequently
heard and therefore become more
infl uential.
3. Expect complete work. People learn
best when they are fully accountable
and face the consequences of their
work. Instead of jumping in and fi xing
the work of others, give it back and
let people know what needs to be
improved or completed. Ask people to
go beyond pointing out problems. Ask
them to fi nd a solution. By wrestling
with it themselves, they’ll grow
their capability.
Perhaps the most powerful
way to begin to make the shift to
Multiplier leadership is to start
with your assumptions. When
Greg (the manager mentioned
earlier) realized Michael was
underutilized, he changed
his perspective, assuming
that Michael both could and
wanted to contribute more.
So, he gave Michael full
ownership for capturing
their Brazilian partnership
If one or more of these signals resonate
with you, there is a good chance that your best
intentions might actually be limiting those
around you.
FROM ACCIDENTAL DIMINISHER TO
ASPIRING MULTIPLIER
If becoming an Accidental Diminisher is, by
defi nition, unintentional, it is reasonable to
believe that one can change course and begin
operating more like a Multiplier. Here are three
simple but powerful starting points:
1. Shift from giving answers to asking
questions. The best leaders don’t
provide all the answers, they ask the
right questions. Use your knowledge
to ask insightful and challenging
questions that cause people to stop,
think, and rethink.
2. Dispense your ideas in small doses. If
you are an “idea guy” who is prone to
tossing out more ideas than anyone
can catch, try articulating your ideas
in increments. Introduce fewer ideas
13
13
strategy and ensured he had greater voice
in important meetings. Within just a couple
of weeks, Michael was being utilized at 80
percent, and Greg began to see that his most
important role was helping people take their
thinking to the next level.
More than ever, organizations need
intentional leaders who both understand
how they might be inadvertently diminishing
others and want to become Multipliers, who
fully utilize and amplify the intelligence and
capability of the people around them.