A couple of leaders I work with and respect (thank you Lincoln Barrett and Joerg Boeckler) sing the praises of this book.
I had a quick look at an interview with the author, Liz Wiseman, that John Mattone’s team did. And bought the book, based on Wiseman’s explanation of how leaders are either ‘multipliers’ or ‘diminishers’ in their impact on others.
No surprise there, but there’s real learning in how she explains that we can go around thinking we are multipliers when we are actually unintentional diminishers.
Multipliers: How the Best Leaders Make Everyone Smarter
I loved Essentialism, and Greg McKeown, author of that, is involved with this book, too.
What particularly appeals to me about Liz Wiseman’s thinking is that it focuses on unintended consequences. Most leaders, in my experience, haven’t yet got to grips with complexity (though they think they have) and still see a clear ’cause and effect’ mechanism in place with themselves, usually, being ‘the cause’.
‘Make it so’ is a myth
This ‘make it so’ assumption in leadership (Jean Luc Picard, the captain in the later incarnations of Start Trek, remember?) is a fallacy and always has been.
But, the need to show that ‘yes, indeed we made it so due to you, dear leader, telling us to’ is so strong in most corporate cultures that it generates a kind of mythical story about what is happening, which runs alongside reality and slightly separate from it.
Until reality wins.
Think ‘acts of leadership’ not ‘leader’
Leadership is in acts that people do within complex large systems. Those acts of leadership emerge and are directed by and within a web of common purpose. Leadership does not sit in a person ‘at the top’ of the organization, making decisions, which the rest of the organization enacts.
Even ‘the top’ is a mental construct. There is no ‘top’. There is no physical height.
When Stephen Covey said “The leader is the one who climbs the tallest tree, looks around and shouts down ‘wrong jungle'”, he wasn’t making a literal height-based point; the top of the tree equating to the top of the organization.
Our minds are so full of metaphors and constructs about how organizations work – pyramids, top of the organization, front line, middle managers – based on imposing physical shape – verticality in particular – on something that doesn’t have a physical entity, that we start to act and think in those metaphorical terms.
Break out of the metaphors and be real!
Wiseman’s book helps us break out of this tired (but persistent: take away the ‘vertical’ model of thinking and people get scared and want their ladder-like framework back) old view of structure – where the analogy becomes ‘real’ in our heads, with bosses somehow at ‘the top’ of something.
Another thing I spotted this month
Words of wisdom on leadership from Queen Elizabeth II, aged 90, who said this last week:
“One hallmark of leadership in a fast-moving world is allowing sufficient room for quiet thinking and contemplation, which can enable deeper, cooler consideration of how challenges and opportunities can be best addressed.”
Wow; smart woman our Queen . The faster markets move, and the more overwhelmed with ‘incoming’ information we are, the more we are tempted to respond with ever-faster decision-making.
Obviously that’s appropriate sometimes to avoid missing a fast-moving opportunity or to sidestep a fast-moving market threat.
But, we are in danger of losing the discipline of taking time to think properly, and making fast knee-jerk decisions to clear the modern equivalent of our in-tray.
“You call it procrastinating.I call it thinking,”– Aaron Sorkin