Liz Wiseman

This book entered two new words into my vocabulary of personality: “diminisher” and “multiplier.” To Wiseman, these contrasting interpersonal styles are the secret understanding to why some smart people succeed at leadership and others fail. A diminisher is someone who socially tries to prove how smart they are to everyone around them. As such, they promote themselves, not the people around them. In stark contrast, multipliers make the people around them feel smarter and more ingenious on their own. This evokes greater – in other words, multiply – results from the team (as much as twofold according to Wiseman’s data).

First, it should be acknowledged that Wiseman and her team did not make up these contrasts on their own. Instead, they conducted qualitative and quantitative research into organizations to understand why some leaders can evoke great results while others do not. The methods of their research are described in an appendix. Although many readers do not like examining research methodology, it’s helpful to see that empiric research, not personal opinion, drives this book’s direction.

Most of the book describes five different practices that multipliers do that diminishers do the opposite. They can seem like more personality types rooted in leadership styles. It’s helpful to know that most multipliers do slightly well on most styles but excel at just one or two. This book seeks to identify ways incrementally that people can avoid the bad practices of diminishers and promote a few more good practices.

At times, this book can veer into “self-help rah-rah.” That is, it can become more motivational than substance, in spite of the research framework underlying this work. Despite these moments, most of the book communicates the central contrast of multipliers with diminishers. It definitely can evoke readers’ memories of various diminisher authority figures in their history (like bad bosses and bad teachers). Overall, such intellectual processing can prove beneficial because it can remind us why we need to steer away from negative practices that can hurt other people.

This book’s intended audience mainly consists of aspiring leaders. It can also consist of current leaders who desire to raise their leadership game. This work was well-received by the reading public when it debuted several years ago and achieved bestseller status. The general message can help motivate people to focus on how their actions affect others more than themselves. While business and social audiences will benefit most from it, we can all become more attuned to how our attitudes, for better or worse, multiply on each other.… (mehr)

I agree with some of the other reviewers that this was not necessarily the best written book. The chapters were fairly formulaic, and the advice and the examples became repetitive.

But that doesn't really matter -- at least not to me -- because this is one of those books where the value is the framework that the authors introduce. This book explores the difference between Multipliers and Diminishers. A Multiplier is someone who increases the potential and impact of those around them. A Diminisher is someone who decreases the potential and impact. The authors looked at people strongly identified as working in one of these modes and analyzed what made them different from each other. (As the authors note, the distinction here is a continuum, not binary, and the same person can have some of the tendencies of a Multiplier and some of a Diminisher. By presenting the two as a dichotomy, the authors aim to highlight the key differences in practice between the two modes of operation.)

Examining different leaders, Wiseman and McKeown found five key practices that differentiate Multipliers and Diminishers. Multipliers want to optimize the talent of those they work with, create intensity without fear, extend challenges that stretch the capabilities of those they work with, debate decisions openly, and give people a sense of ownership and accountability. Underlying each of these practices are the assumptions that people are smart and can figure things out on their own and people will grow given the right challenge.

The practices themselves sound a bit like common sense once you see them listed -- although, that which sounds like common sense but is backed by research is worlds more valuable than that which just reflects intuition. What makes this book really valuable is that Wiseman and McKeown go over each practice of a Multiplier and describe concrete practices that you can use to move further to the multiplier side of the continuum for that practice. A lot of these things sound like common sense too, but as always with this sort of book, the key is in actually turning the advice into practice.

Overall, I look forward to choosing one or two of the Multiplier practices to focus on and seeing if I can grow my team more effectively!… (mehr)

This book is about leaders who who amplify others' results vs those who diminish others' results.

Based on research of more than 150 executives across 4 continents, Liz Wiseman discovered that leaders can be placed on a spectrum between two extremes: Multipliers vs Diminishers. Multipliers amplify the results of people around them, while Diminishers reduce others’ results.

What it covers:
• The 5 disciplines of Multipliers, including the differences in behaviors and practices between Multipliers and Diminishers
• What is an “Accidental Diminisher“, recognize such tendencies in yourself and others, and know how you can respond to them
• The strategies and approaches for managing Diminishers around you, including your boss.

Book summary at: https://readingraphics.com/book-summary-multipliers/… (mehr)

Unlike Multipliers, this book has a blend of insights from the perspective of both Contributors and Leaders. It addresses mindsets, behaviors and success habits at individual and team levels.

This book answers the question: Why do some people operate at their full potential while others underutilize their abilities?
What it covers:
• The 4 main differences between Impact Players vs Typical Contributors.
• How to cultivate the 5 practices and mindsets that allow Impact Players to respond with outstanding results to 5 types of everyday challenges. Specifically, find out how they (1) do the job that’s needed, (2) step up then step back, (3) finish stronger, (4) ask and adjust, and (5) make work light;
• How to nurture the high-impact habits of Impact Players, with steps and actionable tips for individuals and teams;
• How to master the 5 practices more easily with 2 foundational skills.
• What it takes to build a high-impact team.

Book summary at: https://readingraphics.com/book-summary-impact-players/… (mehr)