The full leadership team at JH spent 2024 coming together once a month for a book club.
Multipliers: How the Best Leaders Make Everyone Smarter
Brief summary: We've all had experience with two dramatically different types of leaders. The first type drains intelligence, energy, and capability from the people around them and always needs to be the smartest person in the room. These are the idea killers, the energy sappers, the diminishers of talent and commitment. On the other side of the spectrum are leaders who use their intelligence to amplify the smarts and capabilities of the people around them. When these leaders walk into a room, light bulbs go off over people's heads; ideas flow and problems get solved. These are the leaders who inspire employees to stretch themselves to deliver results that surpass expectations. These are the Multipliers. And the world needs more of them, especially now when leaders are expected to do more with less.
We asked each leader to share one key takeaway - the thing that stood out the most - from this book. Here's what they had to say ...
As a leader with Protector & Rescuer Diminishing Tendencies, I realized that I often shield my team from challenging projects and step in to solve problems the moment an issue comes up. While well-intentioned, this approach can discourage my team from tackling those tough challenges themselves and developing their own problem-solving skills, promoting dependency instead. (Why learn to fish when Harrison can hand me the fish?)
After reading Multipliers, I've learned to look at those challenging projects as a coaching opportunity that I can help guide my team through instead of stepping in to fix the problems myself. This will empower them to grow and succeed independently.
There are so many things from this book that stuck with me. The first one I implemented right away was to ask if someone's suggestion was a hard or soft opinion. Often times we take what someone suggests as a directive, but in their mind it was just an idea. I've also tried to identify my own soft or hard opinions when sharing so others know what they can push back on or need to take and run with.
It's been eye opening to see how Diminisher tendencies can show up in everyone, and even though it was with good intentions it can still hurt the team. Seeing each leader's ah-ha moment of "oh that's me" and then actively trying to think of how to adjust their behaviors has been a learning experience that I've enjoyed this past year.
We had spent most of this exercise learning about multipliers and how to put the ideas to work. However, the chapter on Accidental Diminishers seemed to cause the most discussion and introspection. Each of us had to look in the mirror and look for ways to improve. Some discomfort has been felt by each of us. With open minds, we now have the chance to grow and to change for the better.
One of my big takeaways is challenging members of my team to rise to a challenge ("The Challenger" in the book). Instead of providing instructions of what I want them to do (a diminishing trait), I present the problem we are facing together. Then try to generative positive belief and optimism that the individual or team can use to overcome the challenge. Ultimately to push team members to produce their best work.
In reading "Multipliers", I learned that the most effective leaders empower their teams by amplifying their talents and creating a collaborative environment. Rather than controlling the situation, they ask thoughtful questions, encourage ownership, and create opportunities for growth. I can apply these principles by supporting my team to think independently and solve problems, delegate tasks with trust and clarity, and celebrate their successes to build confidence. I've also realized that growth starts with getting uncomfortable, both for myself and my team, as we embrace challenges and push past our limits to achieve meaningful results together.
The Multipliers book was a great time investment. The book helps leaders understand their strengths and weaknesses (diminishing characteristics). It helps a leader become self-aware in both macro and micro settings. The book challenges leaders to invest in others and allow them to grow (and fail). I know I will act differently as a leader at work and home because of this book. I am excited to see the subtle differences that are having large impacts on our business and the people within it from reading and discussing the Multipliers book.
My big takeaway was the power of questions. Multipliers guide their teams by asking thought-provoking questions that inspire others to come up with their own solutions. One of the key disciplines of a Multiplier that I reflect on daily as a leader is stimulating thinking. I tend to provide answers rather than asking questions that encourage people to think critically and find solutions independently. I’m continually pushing myself to shift from providing solutions to challenging others with questions.
Multipliers helps you identify ways in which you unknowingly diminish your team’s performance and how to create simple work arounds. It also provides some guidance in how to deal with a leader that is unknowingly diminishing you. As a result of our reading, I have been looking for ways to make space for mistakes while still providing the level of accuracy that is expected from the accounting function.
My biggest takeaway was the importance of recognizing accidental diminisher tendencies—specifically the roles of protector and rescuer. I’ve become more aware of how stepping in too quickly to shield or solve problems can unintentionally limit growth and ownership in my team. Moving forward, I want to focus on empowering my team by giving them the space to take on challenges and develop their own solutions.
As leaders, discovering and taking advantage of the native genius of each person on your team is one of the most impactful things you can do to grow your organization. Way too often we find that most people are underutilized, and in many ways underestimated, within the typical professional environment. By working diligently to eliminate our own diminishing behavior and instead liberate our teams to do their best work, we can help them multiply everything from personal growth, to professional/career satisfaction, to the quality of our company’s solution set as a whole.
Additional Reading:
