Session 3: Senior Leadership Program: Customer Focus & Accountability

6 Ways to Develop Adaptable Leadership Skills

4-step framework to work without distraction

Leadership can be a tough gig. 

Managing remote teams, change/transformation fatigue, hiring and retaining staff (then keeping them accountable), and promoting positive mental health and wellbeing in tough times.

We approach leadership with the _best_ of intentions, but most of us have a mix of Multiplier and Diminisher traits.

Multiplier and Diminisher leadership are terms coined in [Liz Wiseman's](https://www.thegrowthfaculty.com/blog/LizWisemanImpactPlayers) book _"Multipliers."_

Research shows 'engaged' employees are 44% more productive than workers who merely feel 'satisfied', and an employee who feels 'engaged and inspired' is 125% more productive than the unsatisfied staffer. (1)

This is important.

[**Free Download** :](https://thegrowthfaculty.ac-page.com/leadershipqualities) [10 Leadership Qualities That Will Help Solve Challenges in 2024](https://ideas.growthfaculty.com/l/1071223/2024-06-12/5q9w2q)

It should be challenging but exhilarating to work for a Multiplier.

In our Multipliers masterclass, master practitioner Deborah Keep cited Liz Wiseman's research showing employees use _90% of their intelligence_ (or more) when working for a Multiplier leader but only around _40%_ (or less) when working for a Diminisher.

You might remember one of [Jim Collins's best quotes](https://www.thegrowthfaculty.com/blog/bestleadershipquotesJimCollins) is that leaders must have the "right people on the bus". To grow a successful business, your bus shouldn't drive anywhere without first piling aboard a good number of Multiplier leaders and [impact players](https://www.thegrowthfaculty.com/blog/LizWisemanImpactPlayers) .

To sum up, a Multiplier is a big part of [what makes a good leader](https://www.thegrowthfaculty.com/blog/Definitiveguideleadershipqualities2021). So let's look at what traits are connected with Multipliers and Diminishers, and [how you might be an **Accidental Diminisher** without realising it](https://www.thegrowthfaculty.com/blog/Multipliersmasterclasstalentmagnet).

Multiplier Leadership

Delegates to our Multipliers masterclass said Multiplier leaders they'd worked under:

#### _trusted them with challenging and difficult projects,_

#### _valued their input and assumed positive intent,_

#### _empowered them,_

#### _guided them then trusted them to get on with their work,_

#### _valued their input,_

#### _gave them opportunities,_

#### _heard their ideas and valued them,_

#### _had more confidence in them than they did themselves,_

#### _believed in them,_

#### _pushed them out of their comfort zone,_

#### _gave them freedom,_

#### _listened,_

#### _assumed they had something of value to share,_

#### _encouraged them to take risks, and recognised their contribution._

### **Multipliers Impact on Productivity**

Because Multipliers **assume intelligence** , 91% of our delegates said they believed their past Multiplier leaders got 60% to 100% of the delegate's intelligence.

What are Multiplier Traits?

Contrast this to Diminishers leaders. These are the leaders we **don't want** to be working under. Diminisher traits are the ones ruining your employees' happiness, engagement, and productivity. They're the micromanagers, tyrants and know-it-alls.

#### **What are Diminisher Traits?**

Delegates said diminisher leaders they'd worked for

#### _micromanaged,_

#### _shut their ideas down,_

#### _didn't listen and assumed they knew better,_

#### _ignored interactions,_

#### _thought their employee's mistakes were intentional,_

#### _kept hold of information,_

#### _felt insecure and took credit,_

#### _weren't trusting, pointed out mistakes publicly,_

#### _were afraid of intelligent people,_

#### _saw potential and did nothing,_

#### _seemed to always have to prove their existence,_

#### _didn't share openly,_

#### _and blamed the team_

It's plain **exhausting** to work for a Diminisher and they reduce intelligence on the team.

### **Diminisher Impact on Productivity**

At our masterclass, 41% of delegates shared that, as a result of working under a Diminisher leader, they contributed only **21% to 40%** of their intelligence potential. 

16% said it was **under 20%**. Fewer than one in five delegates were using over 60% of their intelligence working for a Diminisher.

Delegates said it drove them to **look for another job** , vent about their boss, start side hustles, end their contract, or check out (i.e. **disengage** ) from work.

Diminisher Leadership

So, what are Diminisher behaviours? Read these and see if they ring any bells about people you know or work for.

#### **Empire builder;** they hoard and underutilise talent.

#### **Tyrant;** they create stress that stops thinking.

#### **Know-it-all;** they tell people what to do.

#### **Decision Maker;** they decide (then ask for debate).

#### **Micromanager;** they're always over your shoulder.

Diminisher Behaviours

But Diminishers are often _unaware_ of their impact on others, who probably [assume they're doing the best they can](https://www.thegrowthfaculty.com/blog/BrenBrowntoptipassumeothersaredoingthebesttheycan).

They are, then, **Accidental Diminisher** leaders, leading with the best of intentions but in a way that _accidentally_ shuts down intelligence.

Their people feel stifled, depleted, toxic, or overworked but underutilised.

It's just one way leaders can [destroy teams](https://www.thegrowthfaculty.com/blog/patricklencionivideosteamdysfunction).

Read on for these Accidental Diminisher traits, and see if you can recognise your behaviours in the list.....

Good intentions but poor results

You are trying to be a good leader, but any of these Accidental Diminisher traits will have a detrimental effect on those who work with you.

#### **Idea fountain**

Leader shares new ideas all the time. No-one knows what idea to work on. Team members stop executing ideas or coming up new ideas of their own. (Solution: Create a holding tank for your ideas, or share in an ideas meeting).

#### Always on

Leader is gregarious and energetic, sharing stories, leading the parade. It's exhausting because the leader takes up all the space. (Solution: Just say it once).

#### Rescuer

Leader fixes things and solves problems. Individuals feel helpless and they stop fixing their own problems. (Solution: Ask others for their 'fix', ideas, input).

#### Pacesetter

Leader rolls up their sleeves and sets a cracking pace. People can't keep up. Employees lose momentum. (Solution: Lead, but stay within sight).

#### **Rapid responder**

Leader jumps to immediate response. Team members wait and let the boss respond, and stop offering their intelligence. (Solution: Set a mandatory waiting period for yourself before jumping in with response).

#### Optimist

Leader is all "ra, ra, we can do this." Team sees the leader as out of touch and with rose-coloured glasses. (Solution: Acknowledge the struggle).

#### Protector

Leader over-focused on making a safe, nice experience at work. Employees don't grow. They don\]t use their intelligence muscles. (Solution: Expose others to difficulties to build up their resilience).

#### **Strategist**

Leader builds a compelling vision, and expects the team to follow. But the team is excluded from the big thinking. (Solution: Give the Why and the What, but not the How).

#### Perfectionist

Leader wants everything to be perfect. Employees feel they're never good enough. (Solution: Define the standards).

**POLL**

"Perfectionist" was chosen most (20%) by delegates at Growth Faculty's masterclass who self-assessed their own main Accidental Diminisher trait. This was followed by "Rescuer" and "Protector" (both 16%), Rapid Responder (13%) "Idea Fountain" and "Always On" (both 11%), then "Pacesetter" and "Optimist" (under 5%).

9 traits of an Accidental Diminisher

Multiplier traits and behaviours in a team leader have the opposite effect to those of the Diminisher and Accidental Diminisher. Here are 5 Multiplier traits to try to maximise in your team leadership.

#### **Talent magnet:** Attract and optimise talent.

#### **Liberator:** Create space for best thinking and demand best work.

#### **Challenger:** Extend stretch challenges.

#### **Debate maker:** Drive sound sound decisions through rigorous debate.

#### **Investor:** Instill ownership and accountability.

To become a better leader, it's about shifting the balance to create more Multiplier moments, and fewer Diminishing moments.

5 Multiplier Behaviours

So we've established you want to become a Multiplier leader, or perhaps improve on the Multiplier skills you already have. Here, Liz Wiseman suggests you switch out one Diminisher behaviour for a Multiplier one.

#### From giving answers to asking better **questions.**

#### From taking responsibility to giving your people **51%** of the vote.

#### From taking over entirely to giving the pen back ( **assist** , dont take over).

#### From encouraging innovation to making space for **mistakes**.

#### From hiring smart people to using the **native genius** already in the team (see below).

#### From delegating work to offering **stretch challenges**.

6 behaviour shifts to move towards being a Multiplier

We just saw the term 'native genius' and with the War on Talent, [it's important to find 'native genius' in your team](https://www.thegrowthfaculty.com/blog/Multipliersdoublesteamintelligence). This is the skill or trait that comes naturally to that person, or that they are particularly happy utilising in the course of their day. To find the 'native genius' in others, start with these suggestions:

#### **Observation - be intellectually curious.**

#### **Having conversations, and notice. What do they volunteer for? Where do they really excel? What do they naturally gravitate to? (Read about Patrick Lencioni's** [**6 Types of Working Genius**](https://www.thegrowthfaculty.com/blog/6typesofworkinggenius) **diagnostic tool).**

To identify native genius in your employee

You can read more about this in Liz Wiseman's book _'Multipliers'_ but each behaviour of a leader is prompted by a trigger \(someone's struggling\), and reinforced by a reward \(ie. peer recognition\). By understanding why we act as we do, we can shape our behaviour.

Building a multiplier habit

Think about the [habit loop mentioned in Atomic Habits by James Clear.](https://thegrowthfaculty.com/articles/JamesClearAtomicHabitsevent) Use this to see how rewards make you repeat unfortunate habits.  

Let's say a team member starts to miss milestones.

**Diminisher behaviour** : I want to jump in and lead the project.

On the surface, things start moving to completion.

**Diminisher reward** : I feel important as a contributor and problem solver.

**Diminisher consequence** : They stop taking ownership in future challenges.

Diminisher example of habit loop

- Someone starts to miss milestones.

- **Multiplier behaviour** : I contribute but make sure I give the pen back.

- On the surface, things start moving to completion.

- **Multiplier reward** : They feel empowered and confident.

- **Multiplier consequence** : They grow and trust they can share their struggles.

Here's a Multiplier example:

Self-awareness will unlock whether you're a Multiplier or Diminisher.

Like most of us, you're probably a bit of each on most days. But by being aware of your triggers, your behaviours and your [habits](https://www.thegrowthfaculty.com/blog/makinghabitsstick), you can lift the intelligence of your team and give them the great leadership they want and deserve.

Summary

* Increasing the number of **Multiplier moments** in your day, and reducing the number of Diminisher ones.
  * Changing your **assumptions** about people. _"Change our assumptions and it will change our behaviour."_
  * Try the **extreme question challenge** - only ask questions in a meeting/session/one-to-one.

Start by:

[Growth Faculty members](https://thegrowthfaculty.com/memberships/?campaign_id=701RG000006BNNhYAO&promo=BlogGF) can access all live virtual events Growth Faculty's [immersive live virtual learning program](https://thegrowthfaculty.com/); an engaging and entertaining way to develop leaders.

Growth Faculty recently launched a good value [Enterprise plan](https://thegrowthfaculty.com/#plans) for **larger companies** to develop leadership skills in teams of 20 or more employees. 

Reference:

1.  Bain & Company, from Instride's 2021 article: 10 Employment Engagement Statistics You Need to Know in 2022.

Multiplier and Diminisher Traits - How Many Do You Have?

Why is it that we are smart and capable under some leaders, and not others?

Keep informed
Stay Inspired

Multiplier and Diminisher Traits - How Many Do You Have?

Why is it that we are smart and capable under some leaders, and not others?

Keep informedStay Inspired

Keep informed
Stay Inspired