Liz Wiseman is President of The Wiseman Group, a leadership research and development center headquartered in Silicon Valley. She advises senior executives and leads strategy and leadership forums for executive teams worldwide. A former executive at Oracle Corporation, she worked as the Vice President of Oracle University and as the global leader for Human Resource Development for 17 years. She holds a B.S. in Business Management and a Masters in Organizational Behavior from Brigham Young University.
Multipliers: How The Best Leaders Make Everyone Smarter
Diminishers drain the intelligence, energy, and capability of the people around them and always need to be the smartest people in the room. Multipliers use their intelligence to amplify the smarts and capabilities of the people around them. Our research on 150 leaders in 35 companies across five continents has shown that Multipliers do five things very differently than their Diminisher counterparts and get twice the capability from others than their Diminisher counterparts do.
This webcast will show you how to be a:
- Look for genius in others: Find what your people do easily and naturally and identify new roles that utilize and extend their genius.
- Stretch their role: Give people jobs that are one or two sizes too big for them. Tell them they will grow into them!
Play your chips sparingly: Instead of doing the talking, create room for others to think and speak up. Dispense your thoughts in small but intense doses. They get more room and you’ll be heard more.
Confess your mistakes: Give people permission to think and to fail by openly sharing stories about times you took risks and failed. Give everyone a chance to fail at something once (and just once), and insist they learn from it.
- Ask more questions: Ask hard, interesting questions and then listen carefully to learn what others know.
- Extend challenges: Ask your team to solve an interesting problem that is a “stretch” for them, and don’t offer a solution.
- Frame a debate: Define the question, explain why it matters and then give people time to gather data and prepare an opening position in advance.
- Spark debate: Keep people on their toes by asking them to switch positions (or perspectives) and
argue the issue from the other point of view.
- Transfer ownership: After you let someone else know he or she is in charge, tell them that you are NOT in charge. Tell them they have 51% of the vote.
- Expect complete work: Instead of finishing other people’s incomplete work, give it back and ask for the “fix.” Expect people to give their full brainpower and hold them accountable for finishing the job.