Multipliers and Diminishers

Talent problems are not solved by swapping in “better” talent at higher salaries. Many top performers are often sitting on a stockpile of ideas, skills, and interests. Part of being a leader is to help people identify and tap into their purpose and value. 

There are two extremes of leaders: Multipliers and Diminishers.

Multipliers believe that everyone is brilliant at something. When they step into a room, ideas flow and problems get solved. They also:

  • Create engaged workforces and unleash collective intelligence.
  • Pay little attention to org charts and see themselves as coaches and teachers.
  • Acknowledge people’s “native genius”.
  • Assume that people are smart and will figure it out, given resources and space.

    Diminishers can be tyrants, know-it-alls, or micromanagers. They believe that high levels of brainpower cannot be found everywhere and in everyone. They often:
  • Create cultural and behavioral barriers.
  • Roll out initiatives revolving around what the leader knows rather than what the group might learn.
  • Make decisions alone or with input from a small group of advisers.
  • Need to be the smartest, most capable person in the room.

Adapted: Harvard Business Review | Managing Yourself: Bringing Out the Best in Your People

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