Multipliers

JUMP IN AND OUT. Micromanagers hand over work to others, but they take it back the moment problems arise

Multipliers understand that their role is to invest, to teach, and to coach, and they keep the accountability for the play with the players.

This is a story played out far beyond this top floor conference room. It is repeated because, while many leaders like Jonathan attempt the management practice of inclusion and discussion, they are still operating with an elitist view of intelligence, believing the brainpower for the organization sits with a select few. They lack a rich view of intelligence in which there are many sources of insight waiting to be more fully utilized and where intelligence actually develops through engagement and challenge.

You want your people to fail early, fast, and cheap—and then learn from it.”

Therefore, intelligence and capability can be multiplied without requiring a bigger investment

2. All capability can be leveraged with the right kind of leadership.

Most people in organizations are underutilized.

Finding people’s native genius and then labeling it is a direct approach to drawing more intelligence from them.

native genius is something that people do, not only exceptionally well, but absolutely naturally. They do it easily (without extra effort) and freely (without condition).

This leader was so heavily involved in the details that he became a bottleneck in the organization.