Liz Wiseman: Diminisher vs. Multiplier | Summary and Q&A

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October 10, 2014
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Stanford eCorner
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Liz Wiseman: Diminisher vs. Multiplier

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Summary

This video discusses the difference between diminisher and multiplier leaders. Diminishers believe that they know better and tend to micromanage and interrupt others. On the other hand, multipliers trust and support their team, listen to them, make them feel important, and ask questions.

Questions & Answers

Q: What did the diminisher believe to be true?

The diminisher believed that they knew better than anyone else. They saw themselves as the smartest person on the team and believed that it was their job to tell, micro-manage, interrupt, and show a better way.

Q: How did the multiplier leader behave differently from the diminisher?

The multiplier leader was supportive, trusted their team, listened to them, made them feel important, and asked questions. They also got out of their team's way and sought help when needed.

Q: What was on the hard edge of the multiplier leader?

On the hard edge, the multiplier leader had high expectations and challenged their team. They didn't shy away from making their team uncomfortable, allowing them to suffer a bit and squirm. Despite being well-hearted, they understood the importance of growth through discomfort.

Q: How did diminishers manage talent?

Diminishers tended to be empire builders and loved to hire smart people. However, they often underutilized these talented individuals, treating them like knick-knacks in a curio cabinet rather than leveraging their capabilities effectively.

Q: How did multipliers view talent?

Multipliers saw people around them as smart and believed that they would figure things out. They hired smart individuals and managed them in a way that empowered them. They acted as talent magnets, liberators, challengers, and investors, giving ownership and accountability to their team members.

Q: What kind of work environments did diminishers create?

Diminishers created work environments that were tyrannical, although not in an aggressive or explosive way. They instilled anxiety and stress through their know-it-all attitude, decision-making authority, and micro-management tendencies. As a result, they got less than half of their team's capability.

Q: How did multipliers create work environments?

Multipliers created work environments that were empowering. They operated from a belief that the people they hired were smart and capable. They encouraged debate, challenged their team, and gave them ownership and accountability. This approach allowed them to tap into the full capability of their team members.

Q: What is the danger of being led by a diminisher?

Being led by a diminisher can limit your growth and potential. They tend to underutilize talented individuals and create a stressful work environment. Their micromanagement and lack of trust can stifle creativity and innovation.

Q: What qualities should one look for in a boss?

It is important to look for a boss who sees talent differently. Instead of treating employees as mere assets, a good boss values their potential and invests in their growth. They trust their team, listen to them, and create an empowering work environment.

Q: How do multipliers operate?

Multipliers operate from a belief that the people around them are smart and capable. They hire intelligent individuals and manage them by being talent magnets, liberators, challengers, and investors. They push their team members out of their comfort zones and operate from a place of inquiry.

Takeaways

In conclusion, diminishers believe they know better and tend to micromanage, while multipliers trust and empower their team members. Diminishers create stressful work environments and underutilize talent, whereas multipliers tap into the full potential of their team. It is essential to be led by a boss who values talent and creates an empowering atmosphere.

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