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Kindle Notes & Highlights
by
Liz Wiseman
Read between
March 14 - July 27, 2020
ASK EACH PERSON.
Reach beyond the dominant voices to gather in and hear all views and all data.
might depend on your ability to ask the right question,
not have the right answer.
“Freedom is hammered out on the anvil of discussion, dissent, and debate.”
They are not only consensus-driven leaders.
If you want to build a ship, don’t drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea. ANTOINE DE ST. EXUPERY
When you give that pen back, your people know they are still in charge.”
When leaders fail to return ownership, they create dependent organizations.
When leaders return the pen, they cement the accountability for action where it should be.
What happens when the Multiplier isn’t there?
Can Multipliers create an organization that can act intelligently and deliver results without their direct involvement?
Multipliers operate as Investors.
Managers jump in because it isn’t illegal, and many can’t resist the lure to do so.
“A leader is someone who helps others lead.”
The real value often emerges from the insight and coaching the start-up company receives
If the company produces expected results, a second or third round of funding is likely.
Multipliers define ownership up front and let other people know what is within their charge and what they are expected to build.
1) define ownership; 2) invest resources; and 3) hold people accountable.
They see intelligence and capability in the people around them, and they put them in charge.
It enables them to stop second-guessing and start getting second opinions.
Clarifying the role that you will play as a leader actually gives people more ownership, not less.
When people are given ownership for the whole, they stretch their thinking and challenge themselves to go beyond their scope.
When leaders define clear ownership and invest in others, they have sown the seeds of success and earned the right to hold people accountable.
He was fully engaged, but he did not take over.
John does jump in but, like the partner at McKinsey in Seoul, he hands the pen back. By doing so, he signals that he is interested and engaged, but he isn’t in charge.
Never give someone an A-W-K without an F-I-X. Don’t just identify the problem; find a solution.
Many corporate managers are like this father. Their well-meaning attempts to help can accidentally diminish people’s intelligence and development.
Allowing consequences to have their effect allows natural forces to inform intelligent action.
When the scoreboard is visible, people hold themselves accountable.
Multipliers have a core belief that people are smart and will figure things out.
They create organizations that can sustain performance without their direct involvement. When the organization is truly autonomous, they have earned the right to step away. When they leave, they leave a legacy.
When Diminishers eventually leave an organization, things fall apart. Things crumble because the leader has held the operation together with micromanagement and sweat equity.
When these leaders bungee in and out of their own organization, they create dependency and disengagement. When they strike at random, they produce disruptive chaos.
This is exactly what it was like working with Helen whrn she was DD. Be careful here, with this observation. The same things i see in others, do i do also?
when I was really supposed to help other people solve problems.
My job was to flow the work to my team and keep it there.
When managers take it back, not only do they end up doing all the work but they rob others of the opportunity to use and extend their own intelligence.
They believe that people perform at their best when they have a natural accountability.
Of course, doing so requires the leader to break free of the addiction to praise that entraps many senior leaders and instead become addicted to growth—growth of the business and growth of the people around them.
Look for ways to up-level their responsibility and give them a job that they aren’t fully qualified for.
When we protect people from experiencing the natural ramifications of their actions, we stunt their learning.
STUCK UNDERNEATH A DIMINISHER.
There is a hidden assumption in many organizations that people are not expected, or even allowed, to out-lead their bosses.
OVERLOADED AND OVERWHELMED.
But becoming a Multiplier doesn’t necessitate extra work. It doesn’t have to be hard.
Take the Lazy Way
I’ve noticed that the more important something is, the more likely a lazy man’s approach will work best.
Accelerator: 1. Work the Extremes.
Accelerator: 2. Start with the Assumptions.
Accelerator: 3. Take the 30-Day Multiplier Challenge.
