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

High Performance

An important factor in creating a high-performance workplace is instilling a high-development culture – one that values the growth of individuals. So, where do companies go wrong with employee development?

1. Hiring the wrong person from the start. Systematize how you hire (E.g., Use a validated assessment for key organizational hires such as managers/leaders).

2. Managers hoarding talent on their teams. Build-in strategies to bust talent hoarding (E.g., Establish a program that enables employees who have been in a role for a set period to apply for new assignments).

3. Assigning projects that meet business needs but don’t develop humans. Leverage managers who use project resourcing as a vehicle for development (E.g., Regular conversations with associates help ensure that assignments align with both organizational needs and individual strengths-based development).

4. Promotions that only look upward. Promote value in alternate development paths (E.g., Diagonal growth could mean doing the same tasks with a new division/client).

5. Career arcs that leave tenured associates without a clear path forward. Strategically plan options for tenured associates (E.g., Senior employees become paid consultants/mentors).

Source: Gallup