Multipliers

Multipliers explains the five types of people who inspire, support, and improve others in their organization, showing you how to become one as well as avoid diminishers, the people who drag down others and make it harder for them to perform.

Although frequently intelligent, Diminishers drain the enthusiasm and skills from their team. They focus more on their own strengths and qualities than exploring how to utilize those of others. Employees often feel inferior and unfulfilled in the presence of a Diminisher, who reduces people’s potential and productivity. An example is a leader that smothers others ideas, taking a large chunk of meeting times with their own plans.

Multipliers, on the other hand, are good leaders that leverage the strengths of their team to improve output and intelligence. There are five types of Multipliers:

The Liberator invites team members best ideas and work by fostering an intense environment. They step back and let the team work while expecting the best results. Liberators are not afraid to fail, provided it comes with lessons. The Challenger helps others stretch themselves by looking for opportunities. Challengers motivate others to believe that reaching their goals is possible. The Talent Magnet searches for talent, attracts it, notices individual’s greatest areas of expertise, and uses it in the precise place required. Talent Magnets also eliminate hurdles to allow the team to reach peak effectiveness. The Debate Maker improves decisions by creating an open environment for debate where all options are considered. They look to reach a resolution that fosters confidence. The Investor welcomes people’s success and lets them have ownership over their projects. Investors check that everyone gets the resources required to succeed and hold them accountable.

Have you ever had a terrible boss? Between shows like The Office and even your typical workplace, there are far too many examples of bad bosses. Normally, when we encounter a Diminisher, we are likely to avoid them, lay low, confront them, ignore them, or just quit. None of these knee-jerk reactions make any difference. Instead, follow a few defensive strategies. Whenever you’re tempted to react quickly to a bad situation, instead take the time to examine the problem and how you can calm the conflict. At Apple, one leader took the time to relax and cool off after criticism from Steve Jobs. After regrouping, she presented another solution that satisfied both of them. One boss I had was a terrible micromanager. He diminished my capabilities and self-confidence. I’m grateful to learn that, should I encounter this in the future, I can emphasize my own qualifications to do the work without someone looking over my shoulder. One acquaintance of the author used the wording of “loosening the choke chain”…