A revised and updated edition of the acclaimed Wall Street Journal bestseller that explores why some leaders drain capability and intelligence from their tea. 25 Mar Multipliers by Liz Wiseman and Greg McKeown—a Book Summary. How leaders are either making people smarter or dumber and as a result. Multipliers has ratings and reviews. In Mulipliers, authors Liz Wiseman with Greg McKeown explore the roots and applications of effective, inspiring.
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I would, however, strongly suggest taking the survey first, then reading the book.
Therefore, intelligence and capability can be multiplied without increasing investment. Like I said – the ideas are worthwhile, but 40 examples of the same principle just seems ridiculously redundant and annoying.
They want to hear input from others and do so by: Protecting them stunts their learning. Wiseman and McKeown identified five key differences:. Here are a few of my favorite thoughts: Multipliers also pull the genius multipilers of people by giving them opportunities to do more than what they think they are capable of.
The concepts they have developed apply to all areas of life. The Power of Positivity: Believe that people all have the capacity to do a great job as long as you are giving them opportunities to do so.
Feb 25, Natalie rated it liked it. Lively, real-world case studies and practical tips and techniques bring to life each of these principles, showing you how to become a Multiplier too, whether you are a new or an experienced manager.
They provide just enough information to provoke thinking and to help people discover and see the opportunity for themselves. They ask others to come to debate armed with relevant information so they are prepared to contribute p. Multipliers are the people who will set high expectations, and they believe that their employees will reach them.
What Kind of Leader Are You? As a result they attract the best talent through word of mouth.
Multipliers, Revised and Updated
Tyrants pounce on those who make them. In order to do this, Multipliers must follow these steps: Multipliers Keynote The Wisemam Are you a genius or a genius maker? Multipliers In Mulipliers, authors Liz Wiseman with Greg McKeown explore the roots multopliers applications of effective, inspiring leadership. Opinions expressed here by Contributors are their own.
The concepts in this book are simple, but important. This book does make some great points: Blocked Unblock Follow Get updates. After the first five or so stories that illustrated the exact same points, they all tended to blur together.
Multipliers: How the Best Leaders Make Everyone Smarter by Liz Wiseman
You have to change your ljz and your thinking before you can truly see yourself as a Multiplier. I wasn’t doing my job. People flock to work with them directly or otherwise because they know they will grow and be successful. Most leaders have good intentions, but some traits we think of as “good” aren’t so great for a leader.
You know that “genius” or indispensable person that has the smarts, but drives everyone else nuts and makes everyone else feel like an idiot? There are lots of exciting principles to take from this book.
In order to find talent, multipliers must become genius watchers. What George worried about was extracting the smarts and maximum effort from each member of his team p. The book has practical hands on advice on how to become a multiplier, with many good examples.
Taking the online test of Are You an Accidental Diminisher was both enlightening and humbling.
Lessons from Multiplying: A Summary and Analysis of Themes from Multipliers by Liz Wiseman
For them to look smart, other people had to end up looking dumb p. Their focus on their own intelligence and their resolve to be the smartest person in the room had a diminishing effect on everyone else. However, personal experience has shown that common multipliiers does not necessarily mean common practice.
The Luxury of Positive Thinking. Ask more questions — A Multiplier asks questions constantly.
Leadership lessons from “Multipliers” by Liz Wiseman — Book Summary
People become more intelligent when you give them chances to be smarter with everyday challenges. The second is to demand rigor. We have so much to get through. This book answers the question,”How is it that given the gy environment, with the same circumstance, and the same skills an employee’s performance can vary widely based solely on who their supervisor is?