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Tyrants centralise their power and play judge, jury, and executioner. In sharp contrast to the rapid learning cycles of the Liberator, Tyrants create cycles of criticism, judgment, and retreat. Challengers Multipliers define opportunities that challenge people to go beyond what they know how to do. As a result they get an organisation that understands the challenge and has the focus and energy to take it on. On the other hand, Know-It-Alls Diminishers give directives that showcase how much they know.

As a result they limit what their organisation can achieve to what they themselves know how to do. The organisation uses its energy to deduce what the boss thinks. Idle cycles in the organisation as people wait to be told what to do or to see if the boss will change direction again. Show the need. You get full effort if you help people discover opportunity and, then, get out of their way and let them solve the problem. Challenge the assumptions.

Multipliers ask the questions that challenge the fundamental assumptions in an organisation and disrupt the prevailing logic. Reframe problems. Create a starting point. By offering a starting point, but not a complete solution, you generate more questions than answers. These questions then encourage your team to fully define the opportunity. Extend a concrete challenge. By making a challenge tangible and measurable, you allow others to visualise the end result and communicate the confidence that the organisation has the collective brainpower required to accomplish it.

Ask the hard questions. Diminishers give answers. Good leaders ask questions. Multipliers ask the really hard questions. They ask the questions that challenge people not only to think, but to rethink and learn new things in order to answer the questions.

Let others fill in the blanks. By asking the hard questions and inviting others to fill in the blanks, you are shifting the burden of thinking onto your people, for them to understand the challenge, get intellectually engaged, and find a solution.

You have to take them down the pathway that it can be done — and why. Lay out a path. Make the impossible seem possible by suggesting a plan. With this insight, the team can visualise a path toward an implementation program. Co-create the plan. When people create the plan that they will eventually implement, they understand the challenge ahead and know what actions would be necessary to achieve it.

Orchestrate an early win. Multipliers begin with small, early wins and use those to generate belief toward the greater challenges ahead. This way, the weight shifts and the organisation is willing to leave the realm of the known and venture into the unknown.

Showcase what you know. Diminishers consider themselves thought leaders and readily share their knowledge; however, they rarely share it in a way that invites contribution. They tend to sell their ideas rather than learning what others know. Test what you know. When Diminishers do actually engage others, they want to verify that people understand what they know.

They ask questions to make a point rather than to access greater insight or to generate collective learning. Tell people how to do their jobs. Rather than shifting responsibility to other people, Diminishers stay in charge and tell others — in detail — how to do their jobs.

They give themselves permission to generate both the questions and the answers. Debate Makers Multipliers engage people in debating the issues up front, which leads to sound decisions that people understand and can execute efficiently. On the other hand, Decision Makers Diminishers decide efficiently with a small inner circle, but they leave the broader organisation in the dark to debate the soundness of the decision instead of executing it.

Define the question. The work of the Multiplier is to find the right issue and formulate the right question, so others can find the answers. A few ideas:. Create safety for best thinking. Encourage others to take an opposing stand. Allow all points of view, even the unpopular ones. Depersonalise the issues and keep it unemotional. Look beyond job titles. Demand rigour. Ask questions that challenge conventional thinking. Challenge the underlying assumptions. Ask for evidence in the data.

Attack the issues, not the people. Equally debate all sides of the issue. Re-clarify the decision-making process. Summarise the key ideas and outcomes of the debate, giving people a sense of closure and what to expect next.

Address these questions:. Make the decision. Multipliers generate and leverage collective thinking, but they are not necessarily consensus-oriented leaders. Besides being a super fun person, she works closely with companies worldwide to host Multiplier events and build Multiplier habits within their leadership teams. Hit the button below to schedule your call with Jayson, our Marketing Director.

Besides being a super fun human, he works closely with our team and companies worldwide to promote Multipliers events and build Multiplier habits within their leadership teams. Multipliers Chapter One. Let's make sure to send this chapter to the right inbox. Email address. You'll occasionally receive additional content to help you and your team along the path of Multiplier leadership.

Order Today. Download Preview. Multipliers Tools. Do you make those around you smarter? Take The Quiz. Meet The Author Liz Wiseman Liz Wiseman is a researcher and executive advisor who teaches leadership to executives around the world. Read More. Multipliers Chapter One Learn about the positive impacts of Multipliers and how to become one.

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