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Lädt ... Multipliers: How the Best Leaders Make Everyone Smartervon Liz Wiseman, Greg McKeown
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Melde dich bei LibraryThing an um herauszufinden, ob du dieses Buch mögen würdest. Keine aktuelle Diskussion zu diesem Buch. How do you deal with coworkers who bring you down? Do you try to "fix" them? Try to work better with them? What if their actions prevent you from being the productive team member you want to be? This is the idea Liz poses between "Deminisher" and "Multipliers". Multipliers have the ability to make everyone around them better. Deminishers, on the other hand, hinder other peoples abilities to work. While many of the examples are presented over and over again (which got somewhat monotonous), a few stuck with me. Working with others when you already have a plan in mind can make for an unhappy relationship. The constant reminder in this book to seek context with others and solve their problems first was a leadership takeaway that I could stand to do a better job at. keine Rezensionen | Rezension hinzufügen
"A thought-provoking, accessible, and essential exploration of why some leaders (called "Diminishers") drain capability and intelligence from their teams while others (called "Multipliers") amplify it to produce better results"--Provided by publisher. Keine Bibliotheksbeschreibungen gefunden. |
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Google Books — Lädt ... GenresMelvil Decimal System (DDC)658.4Technology Management and auxiliary services Management ExecutiveKlassifikation der Library of Congress [LCC] (USA)BewertungDurchschnitt:
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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! ( )