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Kindle Notes & Highlights
by
Liz Wiseman
Read between
March 14 - July 27, 2020
The Zenger-Folkman study demonstrates that leaders do not need to be good at everything. They need to have mastery of a small number of skills and be free of show-stopper weaknesses.
Begin by assessing your leadership practices and then work the two extremes: 1) neutralize a weakness and 2) top off a strength.
www.multipliersbook.com.
Neutralize a weakness.
The truth is that you do not need to be fabulous at everything.
You just can’t be bad.
turning your modest strengths into towering strengths.
Top off a strength.
Accelerator #2: Start with the Assumptions
The assumptions of a Multiplier are the head pin to becoming one.
“How can I improve the situation without putting myself at the center?”
Accelerator #3: Take a 30-Day Multiplier Challenge
LABELING TALENT
LIBERATING LOKESH
CHALLENGING STUDENTS
www.MultipliersBook.com.
How is what I know getting in the way of what I don’t know?
transcend the limitations of my own knowledge and find ways to better see and access the intelligence of others.
What would cause other people to become smarter and more capable around me? What could people figure out on their own if I just gave them more space? How can I get the full brainpower of my team or organization?
BUILD A COMMUNITY.
Positive peer pressure is a powerful way to sustain momentum in any endeavor.
Experiment with the power of community in your own organization as a way to spark and sustain momentum.
First, it matters to you because people will give you more.
Albert Einstein is credited with saying, “The significant problems we face cannot be solved at the same level of thinking we were at when we created them.”
“It has been said that after meeting with the great British Prime Minister William Ewart Gladstone, you left feeling he was the smartest person in the world, but after meeting with his rival Benjamin Disraeli, you left thinking you were the smartest person.”6
