Simply put my favorite leadership book ever authored is Multipliers by Liz Wiseman. In my experience, it’s the perfect balance of theory and application. Reading it is both humbling and inspiring. The overall concept Liz communicates is that as effective leaders, we want to multiply the talents and intelligence of those around us and move away from our Accidental Diminisher tendencies. It’s important to note that as leaders it’s not an either-or concept, rather we’re all both.
The more self-aware we are of our Accidental Diminisher tendencies, the more we can focus on becoming a Multiplier.
Here’s a quick overview of the 9 Accidental Diminisher tendencies and 9 FranklinCovey leaders working on their own self-awareness to become better Multipliers. Each identified with one of the tendencies and I honor them for their acknowledgment and courage to set the stage for others.
1. Idea Fountain
Intention: For their ideas to stimulate ideas in others.
Outcome: They overwhelm others, who either shutdown or spend time chasing the idea du jour.
Pamela Fuller, FranklinCovey's inclusion and bias thought leader and global client partner, recognizes this as an Accidental Diminisher tendency of her own.
2. Always On
Intention: To create infectious energy and share their point of view.
Outcome: They consume all the space, and other people tune them out.
Anne Chow, FranklinCovey board of directors member and Chief Executive Officer of AT&T Business, recognizes this as an Accidental Diminisher tendency of her own.
Intention: To ensure people are successful and protect their reputation.
Outcome: Their people become dependent on them, which weakens their reputation.
Amy Parkin, FranklinCovey's director of product innovation, recognizes this as an Accidental Diminisher tendency of her own.
Intention: To set a high standard for quality or pace.
Outcome: Other people become spectators or give up when they can’t keep up.
Jennifer Colosimo, FrankinCovey's senior vice president of enterprise for US and Canada, recognizes this as an Accidental Diminisher tendency of her own.
5. Rapid Responder
Intention: To keep their organization moving fast.
Outcome: They move fast, but their organization moves slowly because there is a traffic jam of too many decisions or changes.
Todd Musig, FranklinCovey's director of marketing and public programs, recognizes this as an Accidental Diminisher tendency of his own.
Intention: To create a belief that the team can do it.
Outcome: People wonder if they appreciate the struggle and the possibility of failure.
Todd Davis, FranklinCovey's executive vice president and chief people officer, recognizes this as an Accidental Diminisher tendency of his own.
Intention: To keep people safe from political forces in the organization.
Outcome: People don’t learn to fend for themselves.
Scott Miller, that's me! I'm FranklinCovey's executive vice president of thought leadership and I recognize this as one of my Accidental Diminisher tendencies.
Intention: To create a compelling reason to move beyond the status quo.
Outcome: People defer up and second-guess the boss rather than finding answers.
Robert Whitman, FranklinCovey's chairman of the board and chief executive officer, recognizes this as an Accidental Diminisher tendency of his own.
Intention: To help people produce outstanding work they are proud of.
Outcome: People feel criticized, become disheartened, and stop trying.
Colleen Dom, FranklinCovey's executive vice president of operations, recognizes this as an Accidental Diminisher tendency of her own.
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