Are Your Leaders Multipliers?

In the research for her bestselling book, Multipliers: How the Best Leaders Make Everyone Smarter, Liz Wiseman identified the nine most common Accidental Diminisher tendencies. These behaviors are often associated with being a strong individual performer or even a strong leader, but when overused or misapplied, they can shut down a team’s intelligence and contributions.

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Are your leaders inadvertently shutting people down?

In this guide you will read about the 9 types of Accidental Diminisher. You will also learn how to become a Multiplier

You can use the tips in this guide to help leaders at all levels start making the transition to Multiplier behaviors. The best practices presented here are a small part of FranklinCovey’s new Multipliers work session, which is designed to help leaders get more value from every team member.

An Overplayed Strength Can Be a Leader’s Greatest Weakness

As you read this guide, remember: Once leaders are aware of their diminishing tendencies, if they keep behaving the same way, those behaviors will no longer be accidental.

Leading with intention starts with understanding how our natural tendencies can take us down the wrong path—how seemingly strong leadership traits can go awry and become our vulnerability.

- Liz Wiseman

9 types of Accidental Diminisher

  1. Idea Fountain
  2. Always On
  3. Rescuer
  4. Pacesetter
  5. Rapid Responder
  6. Optimist
  7. Protector
  8. Strategist
  9. Perfectionist

1. Idea Fountain

Are your leaders conditioning people to sit back instead of sharing their own ideas?

But this fountain of ideas can feel like a deluge to others, conditioning team members to sit back and leave the creative stuff to the “idea person” (their boss).
It can cause people to chase after their leader’s ideas trying to implement them — only to have the next idea hit them before they’ve had a chance to absorb the first one, let alone act on it. Continue this pattern long enough, and people grow cynical, thinking, These ideas never amount to anything, so why bother trying to act on them?

Perhaps you know some creative leaders bubbling with “Imagine if we …” or “Maybe we should …” ideas, which they share freely, hoping to spark others’ thinking.

To help leaders start shifting to Multiplier behaviors, have them try this tip:

Regularly solicit ideas from your team — before you share your own. When your direct reports have to say their piece first, they can’t just go along with whatever the boss says.

Try idea-generating questions, like:

What’s a way that would allow us to deliver greater value to clients? What’s the biggest opportunity you think we’re missing out on? Then, listen closely to their answers and ask follow-up questions.

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