FOOD FOR THOUGHT
Your mindset can expand your sphere of influence
The way you engage people in the change you hope to bring about in the world will vary greatly depending on whether you think they are “uneducated,” “lost,” “disingenuous,” “dangerous,” or, on the contrary, “intelligent,” “sharp,” “capable,” and “more competent” than you in some areas.
Liz Wiseman and Greg McKeown’s book,*Multipliers: How the Best Leaders Make Everyone Smarter*, sparked valuable reflections for leaders. It offers insights for changemakers striving for individual and organizational transformation toward a more resilient, grounded, nature-centered, and 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 intelligence, energy, and ability from the people around them and always needs to be the smartest person in the room. These are the diminishers”
(...) At the other end of the spectrum are leaders who use their intelligence to enhance the capabilities of those around them. These are the Multipliers.”
It seems pretty straightforward and easy, right?
Well, spoiler alert: the distinction is much more subtle than it seems. Depending on the context and our stress level, we can all act as "diminishers" or "multipliers." Often, "diminishers" don't act this way on purpose.
To overcome internal resistance, I am willing to be vulnerable (believe me, this is uncomfortable) by sharing my own struggles and discoveries:
I remember feeling encouraged when I discovered behaviors, stories, and tools that empowered me to continue acting as a catalyst for change in my organization and within my team.
Yet, I also remember how frustrated and ashamed I felt when I saw the results of the multipliers’ quiz: “You may unintentionally act as a diminisher.”
For example, I discovered that one of my key strengths—my creativity, also known as the “Idea Fountain Tendency”—could potentially cause organizational turmoil.
If my intention was to add value and spark ideas in others, it might also overwhelm them to the point of causing them to shut down.
What a shock to me! After years of leadership training, I thought people should build on their strengths rather than focus on their weaknesses!
Taking Action Toward Change
After taking a deep breath, the coach in me was able to reconnect with my growth mindset. I therefore looked for tips on how to navigate such risks and make the most of my strengths.
This anecdote shows that the issue of "multipliers" versus "diminishers" requires more attention than it might seem. It also highlights the risk of dichotomies such as "it's black or white."
So, with that in mind, what can you do to act as a catalyst for change?
First, I invite you to take the quiz.
Take the time to embrace these insights. They are merely a guide, not an absolute truth. That said, they may hold valuable lessons that can help you grow and make an impact.
Next, start paying attention to your mindset and try out some of their practical tips to change your behavior!
Last but not least, stay tuned (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!
“Bean encourager—the world has enough critics already.”
Feel free to share how this article resonates with you—I’d love to hear from you. Also, if you’d like support in becoming the leader you want to be for the world you envision, contact me! Here’s a form to help you further explore your ambitions and challenges: English
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.