** spoiler alert ** Just another leadership 101 book 😄 from other perspective. Key takeaway is to encourage people to grow and find them fit where they perform beet >The diminisher is a private empire builder, while the multiplier builds other people. >Multipliers operate as liberators, producing comfort and safety for people. But diminishers are tyrannical, making life and living difficult and stressful for people under them. >Multipliers operate as challengers by creating more opportunities, while diminishers operate as know-it-alls, always wanting to showcase their knowledge because they believe no one else knows all they know. >Multipliers allow others to contribute and debate an issue before making decisions. Whereas diminishers don't give room for debate, they make decisions leaving the organization in the dark. >Multipliers often amass resources, ensuring a steady flow of talent to replace talent growing out of the organization. >Pull some weeds (remove diminishers). >Multipliers are intellectually inquisitive leaders. >When issues get discussed or debated, diminishers already have the perfect solution; they dominate with their ideas and make selfish decisions, creating a resource drain rather than resource leverage. >multipliers can become skilled in asking the right questions and can use questions to improve the organization. >Becoming a multiplier is achieved with a single idea, repeated over and over, while new skills are introduced. >Make a list of eight to ten people you work with closely. Note what they do easily. • Discover the underlying capability that allows them to do some activities excellently.

Great concepts to learn as a people leader, and how to motivate, encourage, and enable your team to get more productivity and solid work in return.

The concept and ideas in this book are solid, but it's another one of those books that could've been 20% of the length. Because many of the points keep being reiterated throughout the book it all kinda blends together. I wish the chapters were shorter and more distinct so the messages of each part would've been hammered home a bit more. Each chapter ends with a summary and main takeaways which is helpful. I listened to the audiobook version which was well read and allowed for 1.5-2x listening without issues.

Well researched discussion on what leaders who get the most out of their colleagues / employees do (multipliers) as opposed to those who don't (diminishers). Some practicable ideas how to move from the one approach to the other.

This is a quick and insightful read. Grab it from your local library. The author sets out a clear list of principles for making those around you better at everything. "If I could do one thing to get on the path of a multiplier, what should it be?" The one thing is to ask really insightful and interesting questions that make people think. If you want to work on one assumption, try "People are smart and will figure it out. One way to do this is to ask, "How is this person smart?" That one question can interrupt any tendencies to judge people in a binary fashion and can work like a fast pass into the Technicolor world where Multipliers live. When "shopping for a new job/boss" Wiseman offers these suggestions. Three traits most correlated to Multiplier leaders are: intellectual curiosity, asking great questions, and customer focus. Multiplier signs: 1. Low talk/listen ratio 2. Asks follow-on questions out of curiosity 3. Asks "why" to better understand 4. Shares multiple perspectives on issues 5. Shows sincere self deprecation & laughs Diminisher signs: 1. High talk/listen ratio 2. Accepts surface-level answers 3. Asks about "what" and "how" 4. Is emphatic with ideas 5. Takes themselves very seriously Hat tip: Kerry Liu.

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.