Your mindset can expand your sphere of influence
The way you engage others in support of the change you hope to see in the world depends largely on your perception. You’ll act differently depending on whether you think you’re dealing with people who are “uneducated,” “lost,” “dishonest,” or “dangerous,” or, on the contrary, with individuals who are “intelligent,” “knowledgeable,” “capable,” and “more competent than you” in certain areas.
The book by Liz Wiseman and Greg McKeown titled "Multipliers: How the Best Leaders Make Everyone Smarter” (Multipliers: How the Best Leaders Make Everyone Smarter) is enlightening for leaders. I find that it also offers insights for change agents striving to transform individuals and organizations toward a more resilient, more sustainable, more nature-centered, and more humanistic world.
Who am I? A “diminisher” or a “multiplier”?
According to Wiseman and McKeown, there are two types of leaders:
"The first type drains the intelligence, energy, and abilities of those around them and always needs to be the smartest person in the room." These are the “diminushers.”
(...) At the other end of the spectrum are leaders who use their intelligence to amplify the capabilities of those around them.” These are the “multipliers.”
Translation by Deepl.com
That sounds pretty simple and easy, doesn't it? I imagine that most people reading this distinction consider themselves to be the second type of leader.
Well, listen up. Here’s a revelation. The distinction is much more subtle than it seems. Depending on the context and our stress levels, we can all act as “diminishers” or “multipliers.” In fact, those who diminish others often don’t do so intentionally.
To defuse any internal resistance, I’m willing to show vulnerability (believe me, it’s uncomfortable) by sharing my own struggles and discoveries:
I remember feeling inspired while reading this book. I discovered behaviors, stories, and tools that enabled me to continue serving as a catalyst for change in my organization and within my team.
Still, I also remember the frustration and shame I felt when I saw the results of the online quiz: “You may accidentally come across as a ‘diminisher.’”
For example, I discovered that one of my greatest strengths—my creativity (what they call the “idea-generating tendency”)—could give my organization a real boost.
While my intention was to add value and spark new ideas in others, this energy could also overwhelm the people I was talking to and cause them to withdraw into themselves.
What a shock! After years of training in leadership and coaching, I thought people were supposed to build on their strengths rather than focus on their weaknesses! Should we doubt our strengths? Should we be paranoid every time we say or do something?
Take Action to Bring About Change
After processing this news, the coach in me was able to reconnect with my “growth mindset.” I realized that it was about channeling my strengths effectively to serve my ecosystem—not stifle it. I looked for ways to mitigate these risks and make the most of my talents.
This anecdote is meant to show you that the issue of “multipliers” versus “diminishers” requires more attention than it might seem at first glance. It’s also meant to highlight the risk of “black-and-white” dichotomies.
So, now that this point has been clarified, what can we do to act effectively as a “change multiplier”?
First, I invite you to fill out the questionnaire.
Take the time to reflect on the results. This is merely a framework for interpretation, not an absolute truth. That said, it may hold valuable insights for your growth and impact.
Next, start observing your state of mind and try out some of their practical tips to boost your impact!
Finally, and most importantly, keep an eye out (and sign up for the newsletter if you haven’t already) for the next chapter in the series!! We’ll explore ways to position yourself as a “change multiplier” to engage your ecosystem!
"Encourageothers—the world already has enough naysayers."
Do you want to become the leader you envision for the world you hope to see? Is it time to discover and assert your leadership? Do you want to embed the concepts of positive impact and purpose at the heart of your organization? Is the challenge to accelerate engagement within your ecosystem to drive systemic change?
If your answer is yes and you’d like some guidance along the way, please contact me! Here’s a link to schedule a exploratory session and the form to further explore your goals and challenges.
